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Digest of 


Vol. XLIX 

The 1765 State House in New Haven 

William A. O'Neill 

Digitized by the Internet Archive 

in 2012 with funding from 

LYRASIS Members and Sloan Foundation 





to the 


Volume XLIX 

Published at 

November 1990 

Published under the direction 


Stephen J. Negri 


Department of Administrative Services 

Compiled and edited by the 

Department of Administrative Services' 

Communications Unit 

William K. Seymour 

Editor's Note 
The D igest of Connecticut Administrative Reports to the Governor was edited and produced this year 
for the first time on a desktop publishing system. Many thanks are extended to Lawrence Taylor, Beth 
Merk and William Long of the DAS' Bureau of General and Technical Services for helping to define 
the project's scope and answer hundreds of technical questions. Also, thanks to John Mattia, of 
Southern Connecticut State University, for his consultations, to John Wadsworth, acting supervisor 
of State Publications, for helping nurture this endeavor for the last three years, and to Thomas 
Barnett, Communications Unit director, for his lasting patience. 

About the Cover 

The building is known as the 1 765 State House in New 
Haven. It was ordered in 1763 to be built and finished 
two years later. It stood fronting Temple Street and the 
Green near Yale University. The first floor in early times 
was used for balls and as a dining hall on important 
occasions. Later the building was enlarged. The state's 
legislators met there until another state house was built 
in New Haven in 1830. The legislators met alternately in 
Hartford and New Haven. Both cities served as the 
state's capital cities from 1665 until 1875 when a state- 
wide referendum voted Hartford to be Connecticut's 
only capital city. 







November 1990 

The Connecticut Digest of Administrative Reports to the Gover- 
nor is published annually to summarize the important services and 
responsibilities of each budgeted state agency. It is an extensive 
composite of statistics and information pertaining to the executive 
branch of state government. 

The 49th annual report outlines many successful policies of the 
departments, boards and commissions that serve the residents and 
tells of the work done to help make Connecticut a great place to 
live. This is the last published accounting of the extensive progress 
made during my administration. 

This progress would not have been possible without the sincere 
dedication and selfless efforts of the thousands of state employees 
who make these programs and polices work. It is obvious to me that 
public service has been foremost in their minds during all my years 
in state government. 

The Digest is a useful historical record and a dependable source 
of information. Since it was mandated by the General Assembly in 
1947, it has been an efficient tool and resource for those in state 
government and anyone interested in the functioning of Connecticut 
state government. 

I want to thank the agency administrators and their staffs for their 
comprehensive reports, and the Department of Administrative 
Services for its efforts in compiling and publishing this and the 
nine previous reports during my administration. 




Table of Contents 

The Honorable William A 

O'Neill, Governor 5 

Legisltive Agencies , 7 

Elected State Officials 11 

Policy and Management 31 

Administrative Services 67 

Motor Vehicles 85 

Revenue Services 91 

Banking 99 

Insurance 103 

Labor Ill 

Public Safety 

and Related Services 121 

Consumer Protection 

and Related Services 135 


and Related Services 149 

Children and Youth 159 

Economic Development 169 

Health Services 175 

Mental Retardation 193 

Mental Health 203 

Transportation 221 

Environmental Protection 235 

Agriculture 251 

Income Maintenance 259 

Human Resources 

and Related Services 265 

Aging 281 

Higher Education 287 

Education 303 

Housing 317 

Public Works 321 

Veterans' Affairs 325 

Index 329 


Joint Committee on Legislative Management 

DAVID B. OGLE, Executive Director 

J. Peter Waldron, Assistant Director 

Established - 1969 Statutory authority - Chap. 18A 

Central office - Room 5100, Legislative Office Building 

Hartford, Conn. 06106 

Average number of full-time employees - 330 

Recurring operating expenses - 1989-90 - $27,360,531 

Capital outlay - $822,010; Capitol restoration - $639,683 


The Joint Committee onLegislative Management serves as the administrative arm of the legislative 
branch of the state government. It is responsible for managing all legislative affairs and activities and 
for overseeing the organization, operations, facilities and working conditions of the General 

The Legislative Management Committee is required by law to approve and review all expenditures 
of legislative funds and budgetary requests of all commissions, committees and agencies within the 
legislative branch. 

It is responsible for all legislative personnel matters, including the approval of employee 
compensation schedules, the appointment of nonpartisan employees, the administration of the 
committee's minority recruitment program, which is akey aspect of the committee's affirmative action 
plan, and the coordination of work of the General Assembly's standing and interim committees. 

The Committee is also responsible for the administration, supervision, security and maintenance 
of the State Capitol Building and Legislative Office Building, their surrounding grounds and parking 
facilities, and for general oversight of the legislative day care facility located at 450 Broad St., 

During 1989-90 two significant events occurred: The 11 1 -year -old State Capitol Building entered 
its final stages of the renovation and restoration and enrollment at the day care facility increased to 

Under the Committee's supervision are the following staff offices: Legislative Commissioners' 
Office, George C. Guidera and Karen M. Flanagan, legislative commissioners, and Norma Kloten, 
director of Legal Services; Office of Legislative Research, L. Allan Green, director; Office of Fiscal 
Analysis, Ralph J. Caruso, director; Office of Program Review and Investigations, Michael L. Nauer, 
director; and Office of the Law Revision Commission, David D. Biklen, director. 

Also under the committee's direction are the Senate and House clerks' Offices, the Office of State 
Capitol Police, the Connecticut Commission on Uniform Legislation, the Permanent Commission on 
the Status of Women, the Commission on Children, and the Advisory Commission on Intergovernmental 
Relations. The Commission on Preservation and Restoration of the Capitol is placed under the 
committee's jurisdiction for administrative purposes and the committee's staff worked closely 
throughout the year with the commission chairman on the continuing renovation and restoration of 
the interior of the Capitol Building. 

The Joint Committee on Legislative Management consists of the following General Assembly 
members: The President Pro Tempore of the Senate and the Speaker of the House of Representatives 
as co-chairmen; the Majority Leader and the Minority Leader of each chamber; the Deputy Majority 
Leader of the Senate and two senators designated by the President Pro Tempore; and an Assistant 
Minority Leader of the Senate and one senator designated by the Senate Minority Leader; the Deputy 
Speakers, Deputy Majority Leaders, and Deputy Minority Leader of the House; and two House 
members designated by the speaker; and three House members designated by the Minority Leader. 

Senate members of the committee in January 1990 were as follows: John B. Larson, president pro 
tempore, co-chairman; Cornelius O'Leary, majority leader; Amelia P. Mustone, deputy majority 
leader; Kevin P. Johnston, deputy majority leader; William A. DiBella; Joseph H. Harper Jr.; 
MargaretE. Morton; Reginald J. Smith, minority leader; M. AdelaEads, minority leader pro tempore; 
George L. Gunther, deputy minority leader; and James H. McLaughlin, assistant minority leader. 

House members of the Committee in January 1990 were as follows: 


Richard J. Balducci, speaker; Robert F. Frankel, majority leader; Janet Polinsky, deputy speaker; 
Ronald Smoko, deputy speaker; TeresaleeBertinuson, deputy majority leader; Jonathan Pel to, deputy 
majority leader; Robert G. Jaekle, minority leader; Richard O. Belden, deputy minority leader; 
Edward C. Krawiecki, deputy minority leader; Richard Foley, assistant minority leader; and William 
L. Wollenberg. 

Auditors of Public Accounts 

HENRY J. BECKER, JR. and LEO V. DONOHUE, State Auditors 

Dominick G. Arienzale and Robert J. Hilliard, Deputy State Auditors 

Established - 1662 Statutory authority - Chap. 23 

Central office - State Capitol, Hartford, Conn. 06106 

Average number of full-time employees - 96 

Recurring operating expenses - 1989-90 - $4,423,311 

Capital outlay - $3,042 

Organizational structure - Field Audit Division and Central Office Division 

The Auditors of Public Accounts are required by statute to audit the accounts of each agency of the 
state government and of all institutions supported by the state. They are also authorized to examine 
the operations and performance of state agencies to determine their effectiveness in achieving their 
legislative purposes. 

In accordance with law, they must report any unauthorized, illegal, irregular or unsafe handling or 
expenditure of state funds to the Governor, the state Comptroller, the Legislative Program Review and 
Investigations Committee and the Attorney General. Effective October 1, 1989, such matters were 
also reported to the Clerk of each House of the General Assembly. Prior to the September 1, 1987 
effective date of Public Act 87^442, which abolished the Office of Inspector General, such reports 
were made to the Inspector General rather than the Attorney General. The act also transferred initial 
responsibility under Section 4-61dd the Whistle Blower Act, to the auditors. They also report to the 
Attorney General their findings and recommendations in connection with whistle-blower complaints 
as well as with their review of matters of corruption, unethical practices, violation of state laws or 
regulations, mismanagement, gross waste of funds, abuse of authority or danger to the public safety 
occurring in any state agency. At the request of the Attorney General or on their own initiative, they 
shall assist in any resulting investigation. 

Audits of Connecticut municipalities are carried out primarily by independent public accountants 
under the provisions of Chapter 111 of the Connecticut General Statutes. Such audits must follow 
standards adopted by the Secretary of the Office of Policy and Management by regulation and 
approved by the Auditors of Public Accounts. In addition, the accounts of all public or quasi-public 
bodies, politic and corporate, created by Public or Special Act of the General Assembly and not subject 
to audit under the Municipal Auditing Act, are subject to audit by the Auditors of Public Accounts. 
They are also authorized to examine the records and accounts of any town and any town or regional 
board of education in connection with any grant made by any state agency pursuant to state law or any 
act of the General Assembly, are provided access to all records and accounts of public or private 
agencies receiving state grants, and copies of audit reports on such grants must be filed with them. 
To provide the independence and impartiality required for effective auditing, the two State 
Auditors are appointed by the General Assembly. Appropriations to the auditors are excluded from 
executive restriction to ensure their independence. The principles of equal employment opportunity 
are meticulously observed by the office in all staff appointments, promotions and training. Particular 
improvement has been made in recent fiscal years in the career advancement of female staff members 
assigned to field audit duties. This effort, combined with special training programs, has helped them 
achieve promotions to higher technical positions and increase earning capabilities. Minority recruit- 
ment efforts have also been intensified. 

Field Audit Division 

The Field Audit Division, with 82 full-time employees, audits the accounts of each agency of the 
state and of all institutions supported by the state. Each audit includes an examination and verification 
of accounting records and documents, evaluation of internal controls, a determination of the agency's 
compliance with statutory and budgetary requirements, verification of the collection and proper 
handling of state revenue, and determination of the propriety of state expenditures. 


A written report is made and filed on every audit and becomes a public document. Copies are sent 
regularly to the heads of the audited agencies, the Legislative Management Committee, the Program 
Review and Investigations Committee, the Joint Committee on Appropriations, the Governor, the 
Comptroller, Treasurer, Secretary of the Office of Policy and Management, State Library, news media 
and, when appropriate, to members of boards and commissions and others. 

Reports consist of comments, recommendations, and certifications (professional opinions), 
together with financial statements setting forth the conditions and operations of all state funds. During 
the 1989-90 fiscal year, 97 audit reports, including 40 prepared under Federal "single audit" 
guidelines, were completed. They ranged in scope from audits of small commissions to audits of major 
agencies of the state. A total of 58 matters were formally reported to the Governor, Legislative 
Program Review and Investigations Committee, and others, under the provisions of Section 2-90 of 
the Conn. Gen. Statutes. Numerous less serious matters such as minor acts of vandalism were reported 
collectively by memoranda. More than 95 whistle blower complaints were investigated and several 
of them were covered in the 58 formal letters to the Governor. Assistance was rendered to members 
of the General Assembly as requested by them. 

A total of 350 recommendations were included in the 97 reports issued during the year. These 
reports also included a review of the implementation of recommendations made in the prior audits of 
the agencies audited in 1989-90. Implementation follow-up procedures, in addition to agency 
response to the auditors, included reviews by the Comptroller, the Office of Policy and Management 
and the Legislative Program Review and Investigations Committee. Agencies implemented 60 
percent of the prior audits' recommendations. 


Secretary of the State 

JULIA H. TASHJIAN, Secretary of the State 
Bernard P. Auger, Deputy Secretary of the State 
Established - 1638 Authority - State Constitution 
Central office - 30 Trinity St., Hartford, Conn. 06106 

Average number of full-time employees - 100 
Recurring operating expenses - 1989-90 - $3,946,800 
Capital outlay - $76,900 
Organization structure - Management and Support Services, 
Commercial Recording, Election Services, Records and Legislative Services and 
state Board of Accountancy 

The Office of the Secretary of the State was established following the adoption of the Fundamental 
Orders of Connecticut in 1638. At the time of its creation, the secretary was mandated to be the official 
keeper of the state's public documents and formal records, and the State Seal. This office has evolved 
from its original custodial duties to more than 50 constitutional and statutory mandates. This historic 
office responds to more than 500,000 requests for information annually. The agency reorganized on 
November 6, 1987. 

The Office of the Secretary of the State is firmly committed to a personnel management program 
designed to ensure equal employment opportunity for all employees and applicants for employment 
without regard to race, color, religion, age, sex, marital status, national origin, ancestry, mental 
retardation, physical disability, prior convictions of a crime, sexual preference, past or present history 
of mental disorder, or political affiliation. The elimination of sexual harassment is also an important 
element of the agency's comprehensive affirmative action program. 

Secretary of the State JuliaH. Tashjian is committed to the achievement of the agency's affirmative 
action goals and timetables that are pursued in compliance with all state and federal constitutional 
provisions, statutes, regulations, guidelines and executive orders that prohibit discrimination, 
guarantee equal employment opportunity, and mandate affirmative action. 

Management and Support Services 

The division is comprised of the Secretary of the State and the capitol office staff, the Deputy 
Secretary of the State, the Senior Operating Officer, and a wide range of agency support functions, 
including business, personnel, affirmative action, duplicating, mailroom, legal and information 
technology support. 

During 1989-90, the Business Office deposited $15,869,000 in revenue and spent $4,023,000. This 
office is also the distribution and sales agent for the Connecticut General Statutes, public and special 
acts, Register and Manual Conn., known as the "blue book," Corporation Laws, and numerous other 
agency publications. 

The Information Technology Support Group is responsible for agency automation and operates two 
mini, and several personal, computers. This group supports agencywide Wang VS word processing, 
and several database applications. This group is also responsible for the Corporations Information 
System, a large program on an IBM mainframe computer. Activities during the past year included the 
construction of a new computer room, transfer of applications and databases to a new computer 
system, and beginning conversion of the manual Uniform Commercial Code to an automated system. 
This office was the first state agency to implement the imaging technology. 

The Office of Legal Services provides legal advice and services to the agency's executive officers 
and operating divisions. The attorneys are significantly involved in all division operations, especially 
within Elections and Commercial Recording. An attorney investigates for possible penalties foreign 
corporations doing business in Connecticut without authorization. Also, this office prosecutes the 
State Board of Accountancy's administrative complaints, responds to numerous public inquiries 
concerning the agency and matters within its jurisdiction, and represents the secretary before the 
General Assembly concerning legislation. 



Commercial Recording Division 

The Corporation Unit files and maintains legally required records showing the formation of and 
fundamental changes to corporations, foundations, professional corporations, cooperatives, eccle- 
siastical societies and church corporations. 

There are approximately 108,300 active and over 123,000 inactive records in the corporation 
computer data base. Also, certificates of formation and amendments to limited partnerships, 
certificates of compliance by public service companies, business trusts, railroad mortgages, ap- 
pointments for service of process under wills, appointments of the Secretary of the State as agent for 
service for out-of-state real estate, and other required appointments are filed and maintained here. This 
operation also processes service of process for corporations, partnerships and out-of-state individuals. 

In addition to determining statutory compliance, the division disseminates filed information to the 
general public, the business, banking, and legal communities, and makes computer inquiry terminals 
available, and provides an expedited services program (a 24-hour turnaround service) for certain 

Transactions relevant to security interests in personal property are perfected by filing financing 
statements in the Uniform Commercial Code Unit (UCC). These filings protect the holder of the 
security interest by securing the lien and providing public notice that such interest exists. Approxi- 
mately 51,000 UCC financing statements were filed during the 1989-90 fiscal year. Also, documents 
are filed pertaining to bulk transfers, auctions, and vessel liens. 

Trade, Service, Collective, Certification, and Device Marks are granted registration, and the 
division investigates and collects fees and penalties from foreign corporations doing business in 
Connecticut without authority. 

Election Services 

The secretary is also the Commissioner of Elections. This division includes two units, Election 
Administration and Campaign Finance. Elections Services works with the Office of Legal Services 
to carry out its duties, which include the administration of all state and some federal laws pertaining 
to elections, primaries, nominating procedures, the acquisition and exercise of voting rights, and the 
campaign finance law. 

The division issues, receives, tabulates and decides on the approval of nominating petitions for all 
elective offices; receiving and reviewing lists of elective offices to be filled, lists of nominations, 
certificates of party endorsement and primary eligibility, absentee ballots, sample ballot labels and 
vacancies in elective municipal office. In addition, this office prepares and distributes annually about 
five million forms in 600 varieties. Also, about 80,000 instructional mailings are sent out to town 
clerks and registrars of voters each year. 

The division answers numerous inquiries on questions of election law, receives and reviews 
election and primary returns, tabulates returns for state elections and primaries, and publishes returns 
for state elections. 

In conjunction with the Office of Legal Services, the division prepares and distributes calendars 
for each regularly scheduled election, in addition to those prepared for special elections of which there 
are approximately 20 held each year. Home rule charters, party rules, voting machine statistics, 
registration and enrollment statistics, and other election-related materials are filed with the division. 

Campaign financing statements are prepared and distributed by and filed in this office. Disclosure 
statements received from political and party committees, as required by state law, totaled approxi- 
mately 9,300 during the 19890-90 fiscal year. Also, approximately 4,000 financing reports were 
received from committees required to file by federal law. 

The Secretary of the State conducts statewide conferences for local election officials, town clerks 
and registrars of voters. Training sessions for moderators and voting machine mechanics are also 
conducted, and qualified applicants are certified for appointment to these positions. Under the voting 
machine inspection law, the secretary also approves voting machines and maintains a roster of voting 
machine examiners. This office also participates in the training and certification of town clerks. 

Voter guides and other literature on matters such as absentee voting, registration to vote, proposed 
constitutional amendments, party enrollment, nominating procedures, the use of the voting machine 
and campaign financing are made available for public distribution. Specialized handbooks for 
election officials including the moderators handbook, the procedure manual for counting absentee 
ballots, and the recanvass procedure manual are continually updated and distributed. A current 
election laws compilation is published, updated annually, and distributed to local election officials 
and others. 


Records and Legislative Services 

A number of statutory functions and services are performed by this division including all public and 
special acts passed by the General Assembly which are transmitted to the Governor, who records 
executive action on the legislation, and returns vetoed bills and messages to the General Assembly 
for reconsideration at a reconvened session. Also, a statement showing action on proposed consti- 
tutional amendments, a report on acts vetoed are prepared for the Legislative Commissioners, and all 
acts containing appropriations are certified and sent to the state treasurer and comptroller. All bills 
and resolutions passed, rejected, or on which no action was taken - 1,633 bills and 127 resolutions in 
the 1990 legislative session - are indexed and officially filed in the secretary's office. During the 1990 
session, 382 bills passed, and two bills were vetoed by the Governor. 

Appointments of notaries public for a term of five years are made at the discretion of the secretary 
upon application, review, and payment of required fees. Automation has resulted in an overall 
improvement in processing new appointments and some 9,000 renewals each year, and enables the 
division to provide more accurate and up-to-date information on approximately 48,000 Notaries. This 
office also processes registrations and accepts bonds for trading stamp companies. 

The Connecticut Administrative Procedures Act provides that all proposed administrative regula- 
tions of any department or agency of the state must be filed with the Office of the Secretary of the State 
in order to become effective. During the past year, approximately 150 regulations were received. 

All commissions, committees, agencies and departments of the executive branch of the State of 
Connecticut are required by statute to file annually, on or before January 31, a schedule of regular 
meetings for the ensuing year. Last year, approximately 4,500 schedules of regular meetings, 
amendments, and notices of special meetings were filed. Special meeting notices are also posted in 
accordance with statute. 

Updated compilations of ordinances and special acts of every town, city and borough are required 
to be on file. Also, the secretary receives many requests annually for permission to use the State Seal 
or Armorial Bearings. 

A major responsibility is the annual publication of the state Register and Manual Conn. Automation 
has resulted in a more efficient and streamlined method of compiling and editing material. Other 
publications compiled and published include a pamphlet of the Constitutions of the United States and 
Connecticut, and other brochures, pamphlets, and materials designed to answer the most frequent 
questions about the state's history and government. 

The Records Management Unit is responsible for overseeing the filming, storage, retrieval, and 
preservation of public records, including original documents, books and microfilm, filed with or 
generated by the office; developing and administering records retention schedules; supervising 
destruction of records when appropriate; and providing research services to the public regarding these 
records and documents. 

The certification unit is responsible for the preparation of plain and certified copies of documents 
on file; certificates of good standing or legal existence of corporations; and other special certifications 
as provided by statute. Also, this operation authenticates the appointment or election of judges, state, 
and municipal officials. 

Board of Accountancy 

The Board of Accountancy is composed of six members, appointed by the Governor. Four are 
licensed professional accountants and two are public members. It is the Board's responsibility to 
insure that the highest standards of integrity and professionalism are maintained by Connecticut's 
Certified Public Accountants and licensed Public Accountants. To this end the Board evaluates the 
qualifications of applicants for the Certified Public Accountant (CPA) exam, provides for a written 
examination process, sets experience requirements, develops regulations, holds hearings and imposes 
disciplinary action, and collects fees for examinations and individual/firm registrations. 

The Board conducts written examinations for CPA candidates twice yearly, in May and November. 
In November 1989, the Board administered examinations to 1,161 candidates, 226 passed. In May 
1990, the board administered examinations to 871 candidates, 170 passed. 

The board issued 383 licenses based on examination and 42 reciprocal licenses. As of June 30, 
1990, there were 3,028 Certified Public Accountants and 130 Public Accountants licensed in 
Connecticut, and 1,317 firms held permits to practice. 

The fiscal year began with the board having 25 unresolved complaints. During the year, the board 
received 77 new complaints. As of June 30, 1990, 65 complaints were resolved, settled or dismissed, 
and 34 were pending. 


State Ethics Commission 

ALAN S. PLOFSKY, Executive Director and General Counsel 

Established - 1978 Statutory authority - Section 1-80 

Central office - 97 Elm St, Hartford, Conn. 06106 

Average number of full-time employees - 8 

Recurring operating expenses - 1989-90 - $332,922 


The State Ethics Commission is an independent seven-member citizens' panel. Three 
members are appointed by the Governor, four by the legislative leadership. The commission is one 
of the principal agencies established to build and maintain the confidence of Connecticut citizens in 
the integrity of their state government. 

It administers and enforces the Code of Ethics for Public Officials and State Employees, including 
those in the state's quasi-public agencies. The code governs conflicts of interest, post-employment 
restrictions and financial disclosure requirements. The commission also administers and enforces the 
Code of Ethics for Lobbyists, including a lobbyist registration and reporting requirement and a 
limitation on gifts from lobbyists to public officials, state employees, and members of their staffs and 

In the first half of calendar year 1990, the commission conducted 23 confidential evaluations and, 
as a result, filed five complaints alleging violations of the Codes. During this period, the commission 
also issued 27 advisory opinions and declaratory rulings interpreting the codes and commission 
regulations. More than 1,850 lobbyists were registered and submitted required periodic financial 
reports. Additionally, over 800 financial interest statements were received from the state's public 
officials, senior employees, and sheriffs. Most information on file is public record. 

In a major effort to better educate those subject to the codes, the commission distributed more than 
10,000 guides and newsletters during the first half of the year. 

The commission is strongly committed to the concept of equal opportunity and is an affirmative 
action employer. 

Freedom of Information Commission 

MITCHELL W. PEARLMAN, Executive Director and General Counsel 

Established - 1975 Statutory authority - Sec. l-21j 

Central office - 97 Elm St., (rear) Hartford, Conn. 06106 

Average number of full-time employees - 12 

Recurring operating expenses - 1989-90 - $553,340 

Capitol outlay -$232 

The state Freedom of Information Commission is an independent government oversight agency. 
It is charged with assuring the people of Connecticut access to the records and meetings of all public 
agencies. The commission is composed of five members and has a legal staff of six attorneys. Since 
its inception on October 1, 1975, more than 4,298 contested cases have been docketed and it has issued 
over 70 advisory opinions. The legal staff represents the commission in the approximately 340 appeals 
that have been brought to the courts. In addition, the commission conducts numerous educational 
sessions and speaking engagements concerning Connecticut's model Freedom of Information Act. 

The Freedom of Information Commission has developed its own affirmative action plan to comply 
with sections 46a-70 through 46a-78, General Statutes. The commission is vigorously committed to 
the concepts of equal opportunity and affirmative action not only as a matter of law but as a matter 
of agency policy. 


Office of the Treasurer 

FRANCISCO L. BORGES, State Treasurer 

Established - 1639 Authority - State Constitution. 

Central office - 55 Elm St., Hartford, Conn. 06106 

Average number of full-time employees - 130 

Recurring operating expenses - 1989-90 - General Fund - $2,619,891; Bond Fund - 

$31,642; Investment Fund - $18,240,822; and Second Injury Fund- $2,554,829 

Capital outlay - General Fund - $14,327; Investment Fund - $219,334; Second 

Injury Program - $52,779; Unclaimed Property Program - $30,643,359; and 

Amount Returned to Owners - $1,711,752 

Organizational Structure - Executive Office, Business and Program Management 

Division, Cash Management Division, Debt Management Division, Investments 

Division and Second Injury Fund 

The Office of the State Treasurer is the financial cornerstone of state government, overseeing a 
wide variety of activities having to do with the prudent conservation and management of state funds, 
including the administration of a portfolio of pension assets worth approximately $8.5 billion. 

The treasurer is one of six constitutional, popularly elected officers of the state. As directed by the 
State Constitution in Article Fourth, Section 22, he or she is responsible for receiving all money 
belonging to the state, making disbursements as directed by statute, and managing, investing and 
borrowing all funds for the state. 

The treasurer monitors and implements the state's investment policy in compliance with Public Act 
(P. A.) No. 87-170, calling for divestment from corporations doing business in South Africa by July 
1, 1989, a process that has been completed; and with P. A. 87-199, calling for divestment by July 1, 
1990, from corporations having operations in Northern Ireland, unless such corporations have signed, 
adopted and implemented the MacBride Principles on fair employment. That divestment process is 
also completed. 

Also, in compliance with Conn. Gen. Statutes Sec. 46a-78, the treasurer has submitted an 
affirmative action program to the state Commission on Human Rights and Opportunities. The 
approval of the plan by the CHRO, and its annual filing by the treasurer, reflect the Treasury's 
continuing commitment to achieve both the hiring and program goals set forth in the agency's 
affirmative action plan. 

In addition, State Treasurer Francisco L. Borges has insisted that all firms doing business with the 
Treasury must institute active programs of corporate social responsibility, including affirmative 
action plans, if the firms do not already have them. 

The Office of the Treasurer is organized in several divisions, each with particular responsibilities, 
as follows: 

• The Executive Office of the Treasurer, including the treasurer, the deputy treasurer and executive 
assistants, has responsibility for overall administration, social compliance, legal and legislative 
affairs and public education and information. 

• The Business and Program Management Division, under the direction of an assistant treasurer, 
is responsible for the administration of all internal department functions, including personnel, 
business and office services, data processing and special project planning. The division also 
administers the Escheated Accounts or Unclaimed Property Program, by which the treasurer 
responsibly holds all property, real and personal, left unclaimed and apparently abandoned by its 
owners. In the 1989-90 fiscal year, the program collected $30,643,359 worth of unclaimed property 
and returned $1,71 1,752 to the rightful owners. 

• The Cash Management Division, under the direction of an assistant treasurer, has responsibility 
for cash accounting and reporting, cash positioning and forecasting, bank and fund reconciliation, 


bank administration and check processing. 

This division of the Treasury authorizes, maintains, monitors, reconciles and administers multiple 
depository and concentration accounts in commercial banks throughout the state; deposits made to 
local depository accounts are regularly transferred to concentration accounts for disbursement and 
investmentpurposes. Currently, fees for bank-provided depository, disbursement and cash management 
services for all state agencies are managed through a compensating balance arrangement monitored 
by the division. All Treasury General Fund bank balances in excess of the required compensatory 
amount are invested by the division in the state's Short-Term Investment fund (STIF). The division 
is implementing procedures to accelerate the collection of state receipts through the use of lockboxes, 
electronic transfers and increased use of concentration account deposit tracking services. 

Programs and funds administered by the treasurer through the Cash Management Division include 
the Local Property Tax Relief Fund, the Agricultural College, Andrew C. Clark andldaEaton Cotton 
funds, several housing-related funds including the Rental Housing for the Elderly and Housing 
Mortgage funds - and the most historic of the funds administered by the treasurer, the School Fund. 
This education fund is financed with the investment earnings of money received by Connecticut in 
1795, when it sold land holdings in the Western Reserve, now part of Ohio. 

• The Debt Management Division, under the direction of an assistant treasurer, administers the 
state's bond and debt financing program, including the sale of state bonds. It coordinates policies and 
procedures with the state Office of Policy and Management and affected state agencies, with an eye 
toward reducing the costs of public indebtedness to state taxpayers. 

During the fiscal year ended June 30, 1990, the state issued $628,652,564.80 million of SpecialTax 
Obligation bonds to fund infrastructure repair and renewal. Some $596,000,000 million in General 
Obligation bonds were sold to finance a variety of other state programs and facilities. The General 
Obligation bond issues included $110,268,266.20 million of State of Connecticut College Savings 
Bonds issued in December 1989, and another $1 12,913,853 million of College Savings Bonds issued 
in April 1990. Proceeds are used for general state purposes. 

• The Investments Division, under the direction of an Assistant Treasurer, is responsible for 
managing a state pension fund portfolio of approximately $8.5 billion, including a variety of equity, 
fixed-income and real-estate investments. The treasurer receives advice and counsel on investments 
from the Investments Division and from the state Investment Advisory Council, created by PA. 73- 
594 to permit the Treasury access to knowledgeable individuals in the investment community. State 
employees' and teachers' unions also have representatives on the IAC, which is statutorily responsible 
for reviewing all of the state's investments and advising on policy . Pension, retirement and trust funds' 
assets managed by the Investments Division include the Teachers', State Employees', Municipal 
Employees', Judges', and Probate Court Retirement funds. 

The division is also responsible for investment activity having to do with commercial mortgages, 
international stocks and bonds and venture capital investments. Eleven investment funds under P. A. 
72-229 serve as investment mediums for various pension, retirement and trust funds of which the 
treasurer is sole trustee. These include the Mutual Equity, Mutual Fixed Income, Mutual Mortgage, 
Mutual Contract, Real Estate, Short-Term Investment, International Stock, International Bond, 
Venture Capital, Commercial Mortgage and Yankee Mac funds. 

The Investments Division also oversees the CombinedlnvestmentPool for Short-Term Investments, 
created by PA. 72-236 and usually referred to as STIF. It is the medium whereby temporarily surplus 
cash from all sources is combined for investment purposes. Although the administration of the 
Secondary Market for Student Loans ("Susie Mae") has been transferred to the Connecticut Student 
Loan Foundation, the treasurer continues to purchase, through STIF, federally subsidized student 
loans guaranteed by the foundation. 

• The Second Injury Fund administers the Second Injury Program, and is responsible for 
investigation and verification of claims, claims processing and making payments for catastrophic 
workers' compensation claims payable through the fund. 


Office of the State Comptroller 

J. EDWARD CALDWELL, State Comptroller 
Lawrence J. Cacciola, Deputy Comptroller 
Established - 1786 Authority - State Constitution 
Central office - 55 Elm St., Hartford, Conn. 06106 
Average number of full-time employees - 312 
Recurring operating expenses - 1989-90 - $12.1 million 
Systems development expenses - $3.9 million 
Capital outlay - $39,282 
Organization structure - Administration, Accounting Systems, Central Accounting, 
Central Accounts Payable, Central Payroll, Computer Services, Financial Man- 
agement Information Systems, Retirement, Special Services 
and Telecommunications. 


The State Comptroller adjusts and settles all public accounts and demands, except grants and orders 
of the General Assembly. The state Constitution gives this authority to the office. In addition, Article 
Fourth, Section 24, of the state Constitution says that: 

"He shall prescribe the mode of keeping and rendering all public accounts. He shall, ex officio, 
be one of the auditors oft he accounts of the treasurer. The general assembly may assign to him other 
duties in relation to his office, and to that of the treasurer, and shall prescribe the manner in which 
his duties shall be performed." 

State law also charges the office to adjust and/or settle all demands against the state not first adjusted 
and settled by the General Assembly; prepare all accounting statements relating to the financial 
conditions of the state; pay all wages and salaries of state employees; develop and implement new 
computerized payroll, personnel, accounting and budgeting systems; and fulfill the administration of 
miscellaneous appropriations for employee taxes, health services and insurance, as well as grants to 
police, firefighters and municipalities. 

The office also processes and maintains appropriation records for the Office of the Claims 

The Office of the State Comptroller is committed to affirmative action and equal opportunities and 
pledges to make every good-faith effort to achieve all objectives, goals and timetables in its 
affirmative action plan. The Commission on Hum an Rights and Opportunities has approved this plan. 
Contracts, leases and purchase orders processed by the Office of the State Comptroller contain clauses 
requiring non- discrimination, and vendors certify to the same. 

Accounting Systems Division 

This division helped develop and implement the automated standardized accounting and payroll 
systems and procedures, assisted new state agencies and commissions in conformance requirements, 
assisted established agencies and commissions with correcting deficiencies reported by the Auditors 
of Public Accounts and conducted performance and fiscal audits of state Off-Track Betting 

It also coordinated the state government's Medicare reporting, prepared Medicare and Medicaid 
reports and updated automated fixed assets inventories of selected agencies; determined direct and 
indirect costs to state agencies and institutions; prepared the Statewide Cost Allocation Plan and 
coordinated the recoveries of indirect costs from programs and funds other than the GeneralFund; and 
monitored the activities of the Institutional Activity and General Welfare Funds. 

Central Accounting Division 

This division maintains the official accounting records of the state. It ensured that no appropriation 
was obligated or expended in excess of its legal limit, prescribed the uniform method of accounting 
for all agencies and reported on the financial condition of the state through monthly financial 
statements and the Annual Report of the comptroller. 

The division also published a Comprehensive Annual Financial Report for the state prepared under 
Generally Accepted Accounting Principals (GAAP). 


Central Accounts Payable Division 

This division pre-audited the validity, propriety and legality of all encumbrances and expenditures. 
The paymentof claims was made in accordance with the Connecticut General Statutes and regulations 
established by the state's expending authorities. The division fulfilled its responsibility for statewide 
acceptance and services of tax liens/levies, garnishments, judgments and tax warrants against the 
state's vendor accounts; controlled, accounted for and maintained all records of the state's garnished 
vendors, the statewide 1099 Miscellaneous Income Report to the federal Internal Revenue Service, 
the W-2 wage and tax statements to employees for non-payroll allowances and statewide reporting 
to the IRS; and provided town payment listings to the state's municipal auditors. 

The 1989-90 fiscal year statistical evaluation: state vendor payments, $4.4 billion; grant payments 
to municipalities, $1.8 billion; 1099 Miscellaneous Income Reportage/IRS, $85.8 million; state 
employees allowance/IRS, $3.2 million. It also processed one million pre-audited claims. 

Central Payroll Division 

This division provided a statewide pre-audit of all agency employee payrolls, payments of all 
earnings and salaries to state employees and the withholding of mandatory taxes and authorized 
voluntary deductions within the guidelines of state and federal laws. 

It maintained accurate employee payroll records, transmitted reports and payments required by law 
and instructed and advised state agencies in payroll administration. In the 1989-90 fiscal year, a total 
of 4,937 payroll distributions produced 31,438 direct-deposit transactions and 1,697,553 payroll 
checks for an average of 66,247 employee and/or deduction checks issued each biweekly payroll 

For the 1989 calendar year, wage, withholding tax and social security reports were prepared for a 
total of 92,733 employees. The present state-employee payroll system collects information transmitted 
from state agencies to the division through an on-line terminal-to-computer network and agency 
remote job-entry systems. The payroll system accommodates unique state payroll requirements 
including interfaces with central agencies, mass salary changes, collective bargaining information, 
complex accounting transactions and extensive management reporting. 

Computer Services Division 

This division fulfilled its responsibilities for all production information processing within the 
Office of the State Comptroller. Some of the major statewide applications include payroll, central 
accounting and retirement. Computer Services has seven major sub-units: computer operations, data 
entry, input/output control, technical support, network support, applications support and administrative 

The division also maintained a statewide telecommunications network of more than 350 terminals 
linking all state agencies to the Office of the Comptroller's centralized payroll data base. 

Computer Services assisted the Office of Policy and Management's Office of Information and 
Technology in its efforts to develop and demonstrate a new statewide network system. Applications 
Support of Computer Services began the development of a time and attendance system that will 
become the front end to the statewide MSA Payroll and also feed the Retirement Data Base Systems 
with credited service information. 

Financial Management Information Systems Division 

This division serviced the information processing needs of the Office of the State Comptroller and 
the needs for the design, development and implementation of statewide computer-based information 
processing systems for accounting/accounts payable and financial reporting systems to control all 
state appropriations, expenditures and revenues. 

During the 1989-90 fiscal year, the division initiated work on Phase II Enhancements to the 
Statewide Accounting/ Accounts Payable System, published a comprehensive set of personal com- 
puter (PC) guidelines for the Office of the State Comptroller and installed PC hardware and software 
systems throughout the agency. 

Retirement Division 

This division processed the required actions and maintained the records and accounts of the 
retirement plans under the responsibility of the Connecticut State Employees Retirement Commis- 
sion and the comptroller, and prepared agenda items for the meetings of the Medical Examining Board 
and the Commission. 

State Employees Retirement System statistics for the 1989-90 fiscal year: benefit checks issued, 
305,376; retirement applications, 3,257; retirement credit purchases billed, 1,569; members coun- 


seled, 1,369; nine agency and statewide conferences with approximately 880 attending; refunds to 
contributors, 837; and group medical coverage in force for over 27,046. 

The division also processed for the Municipal Employees Retirement System and the Miscella- 
neous Systems approximately 39,751 benefit checks; 316 retirement applications; 723 refunds to 
contributors; and group medical coverage was in force for over 345 retirees. 

Special Services Division 

This division administered the state employees group life insurance and health insurance programs, 
Continuation Coverage (COBRA) for terminated employees and/or their dependents, air travel, real 
and personal property inventory records, substituting securities for retainers on state contracts, office 
appliance repair, accident and fire loss records, fringe benefit refunds, state unemployment compensation 
accounts and deferred compensation program. 

Statistics for the 1989-90 fiscal year: group life Insurance in force as of June 30, 1990 - 38,181 active 
employees with coverage of $1.3 billion and 19,036 retired employees with coverage of $180.6 
million; paid (net) $145.3 million as state's share of health insurance plans covering 56,497 active 
employees; 8,653 employees enrolled in deferred compensation programs which deferred annually 
$24.3 million for a total plan asset value of $168.0 million; 2,722 terminated employees and/or 
dependents enrolled in extended health insurance coverage; $132.6 million collected in fringe 
benefits; $2.5 million paid for air travel; $2.1 million paid in unemployment compensation costs. 

Connecticut State Employees Retirement Commission 

PETER R. BLUM, Chairman 

J. EDWARD CALDWELL, Secretary Ex Officio 

Established - 1939 Statutory Authority - Chap. 65, 66, 104, 

113, 774, 872, 886, pension agreement 

Central Office - 55 Elm St., Hartford, Conn. 06106 

Average Number of full-time employees - 90 


The Connecticut State Employees Retirement Commission administers the State Employees 
Retirement System; the Alternate Retirement Program for eligible employees of the Board of Higher 
Education; the Connecticut Municipal Employees Retirement Systems A and B ; the State' s Attorneys 
Retirement System; Public Defenders Retirement System; Special Statutory Retirement Benefits; the 
Judges and Compensation Commissioners Retirement System; and the Connecticut Probate Judges 
and Employees Retirement System. 

The operating agency for the commission is the Retirement Division of the Comptroller's Office. 

During the year the commission met and ruled on 3,257 retirement applications and additional 
matters relating to the administration of the retirement systems. In addition, the Medical Examining 
Board approved 167 disability retirements. 

State Employees Retirement System 

The state is continues to fund these retirement benefits under the funding plan established by the 
1971 General Assembly, as modified by Public Act 83-533 and the 1988-1994 Pension Arbitration 

Approximately 53,300 active and 700 inactive (vested) state employees, and 1,900 non-state 
employees were members as of June 30, 1989. 

Subsequent to certification by the commission on November 1988, based upon the actuary's 
recommendation, the General Assembly made the following appropriation: 

Appropriation Request for Fiscal Year Starting July 1 $263,816,908.00 

Less: Federal and Special Requirements (55,000,000.00) 

Special Transportation Fund Retirement Appropriation (16,600,000.00) 

Net Appropriation Request of: $192,216,908.00 


Statement of Operations for the 1989-90 Fiscal Year 

Assets at cost - July 1, 1988 $2,477,423,439.93 

Interest receiveable accrued $667,751.13 

Prior year adjustment of cost value 

investments ($16,432,311. 54) 

Employee contributions $29,198,019.15 

Federal contributions $1,370.06 

Federal and other reimbusements $53,001,845.93 

General Fund state retirement 

contribution payments $261,968,471.00 

Transportation Fund state retirement 

contribution payments $26,400,000.00 

Interest and investment income $146,864,002.28 

Gain on sale of investments $17,558,290.69 


Refunds on termination or death $1,847,639.00 

Retirement allowances paid $248,425,059.92 

Interest awarded $387,547.01 

Actuarial services $41,785. 25 

Retirement Commission services $103,830.51 

Net assets at cost on June 30 $2,745,845,016.94 

Police Officers and Firefighters Survivors Benefit Fund 

This fund provides income for the dependents of deceased policemen and firemen of municipalities 
which elect to join. Seven municipalities were participating as of June 30. Forty-two dependents of 
deceased employees were receiving survivor benefits. 

Federal Old-Age, Survivors, Disability and Health Insurance 

The Retirement Commission, by statute, is the agent for the state in all matters relating to the social 
security agreement executed under Section 218 of the Social Security Act. 

The commission extended social security coverage to additional employees of seven political 
subdivisions of the state, as well as to members of the Connecticut Alternate Retirement Program, 
established by Conn. Gen. Statutes Sec. 5-155a(c). 

Connecticut Municipal Employees Retirement System 

The Connecticut Municipal Employees Retirement Act provides for two retirement plans with 
separate funds for those political subdivisions which elect to participate. 'Fund A" applies to the 
benefits established in 1945 as amended. There were no municipalities participating in 'Fund A" as 
of June 30. 'Fund B" applies to the benefits established in 1947 as amended. There were 98 
municipalities participating in 'Fund B" as of June 30. 

Active membership was 8,000 with 2,790 retirees and optionees receiving benefits. These systems 
are supported solely by the contributions of the municipalities and the employees, with no contribu- 
tions by the state. The rates of contribution by the municipalities are adjusted periodically in such a 
way that the assets of the funds, together with the present value of future contributions for which the 
municipalities are obligated, are kept approximately equal to the liabilities in order to maintain the 
funding on an actuarial basis. 

P. A. 83-383 provides a continuing cost-of-living adjustment for municipal employee retirees, 
payable each July 1, if retired for disability, otherwise on the July 1 attainment of age 65, at a variable 
rate, not to exceed 5 percent, based on the assets and liabilities of the fund, provided no cost-of-living 
adjustment is less than 3 percent. 

Connecticut Probate Judges and Employees Retirement System 

The Connecticut Probate Judges and Employees Retirement System provides income for retired 
probate court members. As of June 30, this system had 306 active members, with 124 retirees and 1 1 
spouses of deceased members receiving benefits. 

State's Attorneys Retirement System 

Under the terms of Conn. Gen. Statutes Sees. 51-49, 51-278, 51-287, and 51-288, the State's 


Attorneys Retirement System provides for income to certain retired state's attorneys and spouses of 
deceased state's attorneys. As of June 30, this system had eight active members, with nine retirees and 
five spouses receiving benefits. 

Pensions and Retirement - Other Statutory 

Certain statutes provide retirement income for former governors and spouses of deceased former 
governors, retired county employees, retired law librarians and provisions for certain individuals as 
stipulated in special acts passed by the General Assembly. 

Judges and Compensation Commissioners Retirement System 

P. A. 81-46, effective October 1, 1982, created the Judges and Compensation Commissioners 
Retirement System to provide retirement income for judges, compensation commissioners and, in 
case of death, their spouses. As of June 30, 1990 this system had 177 active members with 76 retired 
judges, two retired compensation commissioners, 65 spouses of deceased of judges and three spouses 
of deceased compensation commissioners receiving benefits. 

Public Defenders Retirement System 

P. A. 84^421, effective July 1, 1985, created the Public Defenders Retirement System to provide 
retirement income for certain retired public defenders and spouses of deceased of public defenders. 
As of June 30, 1990 this system had one active member with four retirees receiving benefits. 

The Connecticut State Employees Retirement Commission as of June 30 had 15 commissioners: 
Peter R. Blum, chairman; Edward M. Archibald, management trustee; Dominic Badolato, employee 
trustee; Leonard Barbieri, management trustee; Lawrence Cacciola, management trustee; Leo Canty, 
employee trustee; Charles Casella, employee trustee; Robert D. Coffey, management trustee; A. 
Bates Lyons, management trustee; Edward Marth, employee trustee; William Morico, employee 
trustee; Steven Perruccio, employee trustee; Claude Poulin, actuarial trustee; Thomas Wills, actuarial 
trustee and Linda Yelmini, management trustee. 

State Elections Enforcement Commission 

JEFFREY B. GARFIELD, Executive Director and General Counsel 

Established - 1974 Statutory authority - Sec. 9-7a and 9-7b 

Central office - 410 Asylum St., Hartford, Conn. 06103 

Average number of full-time employees - 10 

Recurring operating expenses • 1989-90 - $393,554 


The commission is the only executive branch agency that investigates complaints of violations of 
the state laws pertaining to elections, primaries and referenda. The commission may use subpoenas, 
compiled testimony and evidence, and conduct of hearings. Civil sanctions, including fines, may be 
imposed against violators of these laws. Investigations showing possible criminal law violations are 
referred to the Chief State's Attorney. 

In addition to these duties, the commission checks for compliance with the campaign financing 
laws. Staff members randomly audit financial disclosure statements filed by state, legislative and 
municipal candidates for elective office, political parties and political action committees. This effort 
attempts to correct errors, cure omissions and deter violations. 

The commission has public education duties that include seminars for candidates, campaign 
treasurers and party officials; formal and informal advisory opinions and rulings upon request, and 
publication of material relevant to its mission. The commission also annually prepares and presents 
recommendations to the General Assembly for revisions of the election laws. 


The commission investigated 122 suspected election law violations; 102 of which were in response 
to written complaints, and 20 were Secretary of the State referrals of non filers of campaign 
statements. Violations most frequently complained of included: the making and receipt of prohibited 
contributions, irregularities in the conduct of elections, misuse of public funds by municipal officials 
for referenda and non-compliance filing requirements of the campaign finance disclosure laws. 

The commission collected $34,73 1 in civil penalties and forfeitures for violations of the laws. The 


results of one investigation was referred to the Chief State's Attorney's Office for prosecution. 
Besides civil penalty sanctions, the results of other investigations included voluntary compliance, 
reprimands or dismissals due to a finding of no violation, insufficient evidence or lack of jurisdiction. 
At the close of the fiscal year, 22 investigations remained active. 


The commission's two accountants review the campaign finance statements on file with the Office 
of the Secretary of the State. This program monitors compliance with the campaign finance 
requirements and educates committee treasurers about their duties and responsibilities. To ensure 
impartiality, the audits are randomly unless one is required in the course of a commission investiga- 
tion. Audits are held both in-house and in the field. 

Approximately 271 committees were audited during this fiscal year. The campaign finances of all 
candidates who competed in the 1988 general election for State Senate and House of Representatives 
were reviewed. 

Advisory Opinions 

In accordance with Conn. Gen. Statutes Sec. 9-7b(12), one formal written advisory opinion was 
issued by the commission concerning whether a candidate committee for governor could reimburse 
a delegate committee which supported that candidate for governor. 

All advisory opinions are published in the Connecticut Law Journal. Many other opinions of 
counsel were issued during this fiscal year. 

Public Information and Education 

The commission staff conducted six seminars to aid candidates and their treasurers in understand- 
ing the requirements of the campaign finance laws. The commission also provided information on 
these requirements to the town clerks, who are responsible for administering these laws on a local 
level. The commission staff continued to actively participate in the conferences held by the town 
clerks and registrars of voters. The commission responded to thousands of written and verbal inquiries 
concerning campaign and election matters. 

Recommendations to the 1989 General Assembly 

In accordance with Conn. Gen. Statutes Sec. 9-7b, the commission submitted two proposals to the 
Joint Standing Committee on Government Administration and Elections, one of which was enacted 
into law. The commission successfully worked with Common Cause/CT to lobby for passage of 
Public Act No. 267, An Act Concerning Political Contributions by Registered Lobbyists. 

Affirmative Action Plan 

It is the policy and practice of the commission to ensure that no person will be discriminated against 
or be denied the benefits of any activity, program or employment process which receive public funds, 
in whole or in part 

The commission is an Affirmative Action/Equal Opportunity employer and is strongly committed 
to all policies which will afford equal opportunity employment to all qualified persons without regard 
to race, color, religion, age, marital status, national origin, creed, ancestry, physical disability or 
blindness, criminal record, past or present history of mental disorder, mental retardation or sex. The 
commission has approved affirmative action plan. 

Commissioners serve part-time and receive $50 per-day for their attendance at commission 
meetings or hearings. The Commissioners who served during this fiscal year were: Andrew D. 
Coleman, Esq. of Cheshire, chairperson, who was appointed by the Governor; Alice W. Lynch of 
Westbrook, vice chairperson, appointed by the Senate Minority Leader; Robert S. Orcutt of Guilford, 
appointed by the Speaker of the House of Representatives and Albert Rogers of New Haven, 
appointed by the President Pro Tempore of the Senate. A commissioner position remained vacant 
during the fiscal year. The commission conducted 13 meetings during the fiscal year. 


Office of the Attorney General 


Established - 1897 Statutory authority - Sec. 3-124 to 3-131 

Central office - 55 Elm St., Hartford, Conn. 06106 

Average number of full-time employees - 307 

Recurring operating expenses - 1989-1990 - $13,820,000 

Capital outlay - $203,000 

The office is attorney for all state agencies. State and common laws give the Office of the Attorney 
General powers to act in the public interest. The office ensures that the operation of state government 
is carried out in accordance with the letter and spirit of the law, preventing unnecessary litigation and 
improving the quality of life for the people of Connecticut. 

Listed below are highlights of the activities of the Attorney General's office during the last fiscal 

Court cases completed 10,877 

Court cases pending 13,690 

Legal documents examined 9,650 

Informal advice 12,973 

Appearances before boards 5,720 

Appeals completed 122 

Appeals pending 98 

Formal opinions rendered 43 

General Fund Revenue 

Child support collection $30,546,959 

Tax collection 15,257,286 

Collection from oil overcharge litigation 4,028,277 
Escheats 2,951,242 

Collection from veterans' estates 2,033,313 

Penalties for environmental violations 2,175,987 

Collection for Bureau of Collection Services 1,962,684 

Department of Income Maintenance collection 721,227 

Medicaid and related fines and civil penalties 107,770 

Department of Human Resources collection 41,812 

Miscellaneous collections 1,248,312 
Department of Transportation collection - damage 

to state property and miscellaneous 58,768 

Anti-trust and consumer protection civil penalties 316,647 

Charitable Trusts/Solicitations-Civil Penalties 17,668 

Treasurer's office 19,500 

Anti -trust and consumer -protection litigation costs/attorneys fees 249,371 

Fines to General Fund from criminal prosecutions 3,950 

Total revenue generated for state's General Fund $6 1,740,773 

Special Funds Revenue 

John Dempsey Hospital collection $ 907,512 

Second Injury Fund collection 621,391 


Workers Compensation re: state employee collection 355,464 

Unpaid wage and unemployment tax collection for Department of Labor 188,643 

Total revenue generated for special funds $ 2,073,010 

Revenue Awarded or Paid to Consumers 

Insolvent insurance company payments to individuals 360,000 

Securities fraud restitution 300,000 

Consumer Restitution from Criminal Prosecution 149,577 

Anti -trust restitution 393,353 

Odometer litigation 236,500 

Consumer protection restitution 1,419,357 

Commission on Human Rights and Opportunities Awards 1 1,610 

Total revenue generated for consumers $ 2,870,397 

The activities of the office, besides generating revenues directly for the state, serve to preserve 
millions of dollars for the state and its residents. The efforts of the office produced not only $ 15 million 
in tax collections, but saved the state $15 million in claimed refunds. More than $2.8 million in direct 
consumer restitutions and $2.17 million in civil penalties for violation of environmental laws were 
obtained through this office. 

In addition, through representation of the Department of Public Utility Control, the department 
helped to spare utility ratepayers more than $40 million dollars in potential utility rate increases. 

Affirmative Action 

The Office of Attorney General attempts to develop equal employment opportunities through an 
affirmative action program that involves hiring and promoting a substantial number of minorities, 
women and handicapped persons. By the end of the fiscal year, 35.6 percent of the full-time attorney 
work force consisted of women and minorities. Women and minorities comprised 60.0 percent of 
entry level attorneys and 30.1 percent of middle- and high-level attorneys. 

Communications, Legislation, 
Administration and Advisory Opinions 

As part of its effort to inform the office's ultimate clients - the people of the State of Connecticut 
- the attorney general has continued to communicate with the public by news releases and other media 
contacts. In addition, the Connecticut Law In Plain Language, a series of newspaper columns, con- 
tinued to inform people about legal rights and responsibilities in easy-to-understand terms. Hundreds 
of citizens contacting the office received information on such issues as public utility regulation, 
consumer protection, child support, and environmental matters. 

During the past year the attorney general, and representatives of the Energy Division of the State 
Office of Policy and Management and the Department of Consumer Protection, served on a strike 
force to investigate and monitor the cost of heating oil. The attorney general, with the Counsel to the 
Governor and the Chief State's Attorney, also reviewed and issued a report on state and municipal 
police department tape recording practices. 

As a result of her work on these task forces, the attorney general co-sponsored legislation in the 
1990 General Assembly session to mandate heating fuel inventory and price reporting and to 
implement an annual legal audit of state police practices and procedures. 

The legislature approved both measures as well as other measures sponsored by the attorney 
general including a specific real estate anti-steering law, a new appeal process for Lemon Law 
arbitration decisions, broader authority for the Department of Environmental Protection to order 
clean-up of solid waste violations and the establishment of a self-sufficiency trust for people with 

Nationally, the attorney general supported tough revisions to the Clean Air Act Reauthorization, 
testified before United State's Senate and House Committees in support of strong charitable 
solicitation regulation, for the preservation of states' rights to enact tougher oil spill laws than the 
federal government's and to identify the impact which the December 1989 heating fuels crisis had on 

The Special Counsel (Whistleblower) received in excess of 100 letters and telephone calls for 


which files were opened and action was taken. Of those, 29 letters and 20 telephone calls were 
classified as whistleblower matters. During the fiscal year 31 whistleblower matters were closed. 
This year the Attorney General's Office issued 43 formal advisory opinions. 

Criminal Prosecutions 

The attorney general's criminal prosecution program, in cooperation with the Chief State's 
Attorney, focuses on prosecuting regulatory offenses with a special concern for fraudulent practices 
by unregistered home improvement contractors. 

Last year, criminal prosecutions based on 72 different consumer complaints against home 
improvement contractors were initiated. Fifty-six complaints ended in convictions and five ended 
with probation under the accelerated rehabilitation program. Five contractors were sentenced to 
prison. In all, consumer restitution of $149,577.49 was ordered paid. 

Antitrust-Consumer Protection Department 

This department administers the Connecticut Anti-Trust Act and has authority to enforce provi- 
sions of federal antitrust laws. It represents the Department of Consumer Protection and occupational 
licensing boards and commissions within the Department of Consumer Protection. This department 
also initiates litigation for consumers under the Federal Odometer Act and is responsible for 
administration of a portion of Connecticut's Lemon Law. 

During this fiscal year the department participated as a friend of the court in a matter of great 
importance to Connecticut consumers. In Sidney v. DeVries and Seconding v. LoRicco . the Supreme 
Court of Connecticut ruled that home improvement contractors who failed to comply with the 
registration and written contractual requirements of the Home Improvement Act were barred from 
obtaining any monies for work done under such illegal circumstances. 

Three major oil companies settled cases under the Connecticut Anti-Trust Act for $200,000.00 
relating to allegations of price discrimination occurring in 1986. The office distributed more than 
$212,000.00 to 20 communities in settlement of cases alleging overcharges brought against liquid 
asphalt companies. 

A total of $205,500 was paid to 41 1 Connecticut car owners as part of the settlement of a national 
lawsuit against the Chrysler Corporation arising out of allegations of odometer tampering. 

In a major merger case brought by this office jointly with the Commonwealth of Massachusetts, 
Wyatt, Wyco and New Haven Terminal agreed to restructure an agreement that would have adversely 
affected consumers both in Connecticut and Western Massachusetts. 

Environment Department 

The department had 526 court cases closed or pending during the year in addition to 31 
administrative proceedings, nearly a 100 percent increase from the previous year. The department 
collected $2.17 million in civil penalties for environmental law violations, an increase of approxi- 
mately 50 percent from the previous year. 

In Car others v. West Haven, the town of West Haven agreed to pay a $500,000 civil penalty, to 
spend about $20 million to upgrade its sewage treatment plant and to establish new fees to assure 
money for future maintenance of the disposal system. 

The state, together with the federal government, initiated a major joint civil prosecution of the 
Dexter Corporation alleging hundreds of illegal discharges into the Connecticut River over several 
years by Dexter' s South Windsor paper mill. 

The state, working closely with the federal government, reached an agreement, subject to court 
approval, requiring the owner of the Laurel Park and Beacon Heights landfills to pay $5,375 million 
in cleanup costs. The department sued to collect cleanup costs and civil penalties for a large discharge 
of gasoline from the owner of a leaking underground storage tank in Stonington which endangered 
drinking water in nearby Westerly, Rhode Island. 

In its first noise pollution case, the department obtained an order requiring reduced volume levels 
for concerts at Lake Compounce Amusement Park. 

The department was also successful in several important appeals this year. In Car others vs. 
Capozziello. the Supreme Court upheld a $750,000 penalty for solid waste violations. In Cannata vs. 
DEP. the Supreme Court protected a crucial plot of Connecticut River floodplain forest from 
destruction and strengthened the role of administrative enforcement of environmental laws. 

The attorney general's Office represented the DEP in numerous administrative hearings involving 
all areas of water pollution, wetlands protection, air pollution and hazardous waste. The department 
also continued to work with other states to control national air pollution problems and represented the 
DEP in legal matters concerning native Americans. 


Finance and Public Utilities Department 

This departmentprovides legal services for state agencies regulating insurance, banking, securities 
and public utilities as well as the Department of Revenue Services, the treasurer, the comptroller, the 
Office of Policy and Management, the Bond Commission and several smaller agencies. 

During the fiscal year, the department's 14 attorneys completed 34 cases in state and federal 
appellate courts and 133 trial court cases as well as 13 administrative agency proceedings. The 
department also wrote or reviewed 133 contracts including complex banking service agreements, 
pension fund investments and state employee group insurance contracts. 

The department's efforts on behalf of the Department of Revenue Services produced $12,863, 601 
in collections, a three-fold increase over last year and defended tax refund claims saving the state an 
additional $15 million. The department also collected $2,951,242.34 in escheated funds. 

The department successfully represented the Department of Public Utility Control in rate matters 
saving consumers more than $40 million. The department continues to play a lead role in 
Connecticut's participation in the Iroquois Gas Transmission System proceeding at the Federal 
Energy Regulatory Commission. 

In the area of insurance regulation, the major achievement of the year was the recodification of the 
Insurance laws, to which the department contributed substantial effort. In Liberty Health Plans, Inc., 
the department sued the officers and directors of a health maintenance organization with more than 
11,000 subscribers, to recover funds and a major victory was scored when their insurance carrier 
agreed to pay $360,000. 

At the request of the Commissioner of Banking, suit was brought against RW Technology, Inc., its 
managers and others for securities fraud in the sale of the company's stock. A temporary restraining 
order was obtained and the court approved more than $300,000 in restitution to defrauded investors. 

The department was also involved in a number of other cases including Delaware v. New York , an 
original action in the United States Supreme Court in which many states, including Connecticut, are 
asserting the right to be paid unclaimed dividends and other property held by securities firms. 

Child Support Department 

This department provides necessary legal services on behalf of the Bureau of Child Support 
Enforcement (DHR) and the Bureau of Support (Family Division). The Department was also involved 
in the study of Connecticut's child support enforcement system, conducted by the Committee To 
Study The Management of State Government, and has been actively involved in implementing the 
study's recommendations for improvement. 

The department handled more than 8,500 new court referrals during the year and closed out an 
additional 6,500 cases. Highlighting this effort was the closure of nearly 2,700 paternity cases and the 
securing of judgments or acknowledgments of paternity in more than 1,500 such cases, an increase 
of more than 20 percent compared to the previous year. In addition, department attorneys represent 
the attorney general on the Uniform Child Support Guidelines Commission and were again active in 
pursuing interstate support orders under the Uniform Reciprocal Enforcement of Support Act, with 
more than 8,300 court appearances required during the year. 

Noteworthy litigation completed during the year includes the successful defense of a challenge to 
the constitutionality of Connecticut's Child Support Magistrate system before the Connecticut 
Supreme Court, DiBerardino v DiBerardino : the negotiation of a consent decree in a federal court 
challenge to the state's procedures in redirecting child support payments to families going off the 
AFDC roles, Walters v. Ginsberg : and participation in another major federal court challenge to the 
state's $50 pass-through procedure, Beasley v. Ginsberg . 

Labor Department 

This department represents a wide variety of state agencies, and commissions including the 
Division of Personnel and Labor Relations of the Department of Administrative Services, the 
Workers Compensation Commissioners, the treasurer as the custodian of the Second Injury Fund, the 
Permanent Commission on the Status of Women, the State Employees' Retirement Commission, the 
Teacher's Retirement Board, the Claims Commissioner and the Criminal Justice Commission. 

In addition, the department represents many other unrelated state agencies in employment 
discrimination and civil rights litigation. 

Through the efforts of the department more than $950,000 in revenue was generated in the workers' 
compensation/second injury fund area, almost three times the amount generated last year. 

In addition, the department was successful in several important pieces of litigation. For example, 
in Judicial Selection Commission, et al. v. Larson, et ai, the department successfully defended the 


General Assembly's authority to amend the statutes governing the commission which selects judicial 

In its representation of the Administrator of the Unemployment Compensation Act, the department 
was involved in several cases of major importance. As a result of our participation in a case involving 
striking factory workers, the decision of the Board of Review and of the administrator that there was 
a statutory lockout will stand and unemployment compensation benefits to 700 claimants have been 

Two other important cases handled by the department were Kinney v. State of Connecticut , holding 
that judges are not employees for purposes of workers' compensation. md Chadkowskiv. UTC. which 
held that the federal government is not an employer under Connecticut's Workers' Compensation Act 
with respect to second injury fund liability. As in past years, the department has seen another large 
increase in the number of workers' compensation cases. The number of appearances before the 
Workers' Compensation Division increased by approximately one-third to 4,806. This increase took 
place despite an aggressive alternative dispute resolution program that settled more than 900 cases 
through informal conferences. 

Transportation and Housing Department 

This department represents the departments of Transportation, Motor Vehicles, Housing, Admin- 
istrative Services and Public Works. It also provides legal services to the State Traffic Commission 
and the Connecticut Historical Commission. With respect to these state agencies, during the past year 
there has been a continuing demand for legal services directly related to major public works programs 
including the Infrastructure Renewal Program and the construction of new correctional facilities and 
the renovation and expansion of existing correctional facilities to provide additional space to house 
the state's prisoner population. These major construction programs have required a full range of legal 
services from counseling and document review to court action. 

The department is handling a large number of appeals from the administrative suspension of motor 
vehicle operator's licenses under the State's implied consent law. The new "per se" law is part of the 
State's continuing effort to combat the serious drunk driving problem that faces the nation. In addition, 
the department recently assumed the responsibility of providing legal services for the Connecticut 
Hazardous Waste Management Service relative to the selection of a site for a low -level radioactive 
waste disposal facility. 

Collections and Revenue Enhancement Department 

This department represents the Department of Administrative Services' Bureau of Collection 
Services as well as certain collection activities of the Department of Income Maintenance, the Labor 
Department, the John Dempsey Hospital, the Second Injury and Assurance Compensation Fund, the 
Revenue Services Department, the Departmentof Hum anResources,theConnecticut State University, 
the Department of Higher Education, the Secretary of State and various other state agencies. 

In the 1989-90 fiscal year the department disposed of 699 cases and collected revenues of 
$7,101,667.24. This total represents a 70 percent revenue increase over the previous fiscal year. In 
addition to these cash receipts, the department acquired security interests worth $373,450 in the form 
of judgment liens, mortgages and statutory liens. 

In connection with its mission to recover monies that are owed to the state, the department's staff 
was actively engaged in avariedrange of litigation, including: Inre: Ranger Industries. Inc. (formerly 
Coleco Industries), a complex bankruptcy litigation which secured an order directing the payment 
of a $2.4 million dollar disputed tax claim to the state; and State v. Norman Ebenstein. et al. a 52-count 
lawsuit against a law firm seeking to enforce compliance with statutory welfare reimbursement liens 
against the firm's clients in connection with their accident claims. 

Education, Handicapped and Youth Services Department 

This department represents all education boards and departments of the state, including the Board 
of Governors of Higher Education, the State Board of Education and the boards of trustees for the 
University of Connecticut, for Connecticut State University and for the Community-Technical 
Colleges. This department also provides legal services to the Department of Children and Youth 
Services, including representation in juvenile abuse and neglect cases. 

This past year, the department defended the state in several major cases: Sheffv. O We/7/ challenges 
the constitutionality of the state's public education system and seeks interdistrict desegregation; and 
JuanF. v. O'Neill is a federal class action lawsuit alleging inadequate care for foster children in the 
State's child welfare system. In Easter House v. DCYS, the Connecticut Supreme Court upheld the 
state's right to control out-of-state adoption agencies. 


The department also counselled and assisted numerous clients in many other areas. The department 
worked closely with DCYS in developing an AIDS policy, a medical review board and an 
interdisciplinary team to investigate child abuse in the Hartford area. 

The department helped the public institutions of higher education develop anti-harassment 
policies. At John Dempsey Hospital, the department is involved in a risk management program to 
provide quality assurance and to control liability exposure in patient care. 

Public Safety and Special Revenue Department 

This department represents the Department of Public Safety, including the Division of State Police. 
It also represents the departments of the Military, Correction, Mental Retardation, and the Division 
of Special Revenue, the Liquor Control Commission. In addition, its work involves a number of 
smaller agencies. 

During the 1089-90 fiscal year, attorneys continued to defend lawsuits challenging conditions of 
confinement in the state's prisons. Litigation challenging the administration of the Supervised Home 
Release program concluded with the favorable decision by the state Supreme Court in Asherman vv 
Meachum . The case has now moved into the federal district court. 

Department attorneys assisted the Department of Mental Retardation in its efforts to place clients 
in community settings and in the implementation of consent decrees improving conditions at 
Mansfield Training School and Southbury Training School. 

Several lawsuits filed under the Federal Omnibus Crime Control and Safe Streets Act concerning 
state police telephone call taping practices are being defended by the department. 

In the first suit of its kind in the country, department lawyers are representing the state's interests 
in an action by the Mashantucket Pequot Indians to establish a tribal/state compact governing casino 
gambling on their reservation in Ledyard pursuant to new federal provisions contained in the Indian 
Gaming Regulatory Act. In Mashantucket Pequotsv. O'Neill, the state has been ordered by the federal 
courts to negotiate with the Indians without excluding casino gambling. 

Special Litigation Department 

This Department represents the Governor, the Judicial Department, the General Assembly, the 
Secretary of the State, the Auditors, the State Elections Enforcement Commission, the State Ethics 
Commission, the State Properties Review Board, the Judicial Selection Commission, the Commis- 
sion on Human Rights and Opportunities, the Office of Protection and Advocacy for Handicapped and 
Developmentally Disabled Persons and the Commission on Long Term Care. 

With respect to housing matters, the department provides legal services to the Commission on 
Human Rights and Opportunities (CHRO). Through its Public Charities Unit, the department protects 
the public interest in gifts, bequests and devises for charitable purposes; and in cooperation with the 
Department of Consumer Protection, administers and enforces state laws regulating charities and 
professional fund raisers who solicit from the public. 

The Appellate Unit of this department was involved in a number of significant cases. Doe v. State 
disallowed the payment of attorneys' fees for indigent litigants who bring constitutional claims 
against the state. Payne v. Fairfield Hills State Hospital was a successful defense of an ex post facto 
challenge to legislation creating the Psychiatric Security Review Board. The department also played 
an important role in the office's participation as amicus curiae in eighteen cases before the United 
States Supreme Court. 

The department was successful in a number of housing discrimination cases before the Commission 
on Human Rights and Opportunities. In CHRO ex rel. Watts v. Plaza Realty , the department suc- 
cessfully presented the first racial steering case in Connecticut. The defendant real estate firm was 
ordered to pay damages and to make detailed reports of all its rentals to CHRO for the next two years. 

During the fiscal year the number of organizations which the Public Charities Unit is required to 
monitor has increased from 2,776 to 3,185. The number of financial and other reports processed and 
reviewed during the same time period increased from 1,694 to 2,129. 

In April, the unit issued its third annual report detailing how much money donated as a result of 
professional telephone soliciting actually finds its way to the intended charitable or civic cause. Of 
$28.2 million donated during the three year period 1987-89, only $7.4 million, or 26 percent, ever 
reached the intended charitable or civic groups. The unit also continues to prosecute vigorously fund- 
raising fraud and misrepresentation. 

In June, the unit issued a report on hospital-bed fund trusts that surveys 550 funds established by 
donors to provide free care at 26 hospitals. The report provides detailed information on the availability 
of and eligibility requirements for these funds for the estimated 400,000 Connecticut residents who 
have too little or no insurance. 


Department of Health and Human Services 

The Department of Health and Human Services was created in the fall of 1989. The Department 
represents all health-related agencies. 

In Savage, et al. v. Aronson. 214 Conn. 256. the department convinced the Supreme Court to uphold 
the state's 100-day maximum receipt of emergency housing benefits avoiding millions of dollars of 
potential state expenditures. 

The department was also required to defend 17 appeals of interim Hospital Cost Commission rate 
orders brought by acute care hospitals across the state. In the matter of Yale-New Haven Hospital v. 
Commission on Hospitals and Health Care, the Superior Court dismissed the hospital's attempt to 
implement its own budget instead of the commission-approved budget. 

Throughout the year there were many enforcement actions on behalf of the Department of Health 
Services and involved nursing homes along with a number of receiverships. Twenty-two adminis- 
trative or other actions were brought. The receiverships were obtained to ensure the well-being and 
protection of patients. The department also collected $77,450 in penalties on behalf of the Health 
Services Department. 


Office of Policy and Management 


Jane Ciarleglio, Deputy Secretary 

Established - 1977 Statutory Authority - Sec. 4-65a 

Central office - 80 Washington St., Hartford, Conn. 06106 

Average number of full-time employees - 232 

Recurring operating expenses - 1989-90 - General Funds - $65,381,167; Grant 

Funds - $49,346,585; Disaster - Assistance $417,947 

Organization structure - Office of the Secretary, Governor's Council on Voluntary 

Action, Office of Information and Technology, Energy Division, Comprehensive 

Planning Division, Budget and Financial Management Division, Management 

Services and Justice Planning Division, Intergovernmental Relations Division. 

The Office of Policy and Management assists the Governor in the formulation of policy and the 
execution of his programs. 0PM works to assess integration and development of program designs, 
resource allocations, and performance allocations. It is divided into five divisions: 

• The Budget and Financial Management Division, which projects the revenue for the state budget 
and directs all agencies in the program budget process. 

• The Comprehensive Planning Division, which examines all agencies' policy roles in an overall 
objective for the state. 

• The Energy Division, which creates policy regarding the state's energy resources and develop- 
ment of alternative energy sources. 

• The Intergovernmental Relations Division, which assists and informs municipalities about 
programs available and provides technical assistance to municipalities. 

• The Management and Justice Planning Division, which coordinates the numerous criminal justice 
issues and consults with state agencies to promote better use of state resources. 

To better organize and coordinate Connecticut's volunteer services, the Council on Voluntary 
Action was placed in 0PM. The Office of Information and Technology coordinates the state's 
telecommunication system. 

Budget and Financial Management Division 

Gordon J. Frassinelli, Executive Budget Officer 
The Budget andFinancial ManagementDivision is responsible for the development and implemen- 
tation of the state's fiscal program and policies through the formulation of the Governor's budget and 
the execution of the budget as enacted by the General Assembly. 

Some of the activities performed by the division in support of responsibilities include: develop- 
ment oif policy recommendations based on the Governor's priorities and concerns through the 
identification and analysis of issues facing the state and the development and evaluation of alternative 
couses of action; management of the state budget implementation to ensure consistency with 
established policy and legislative intent; development of long-term plans to ensure the future fiscal 
integrity of the state; the dynamic refinement of program budget development as a management tool; 
development of statewide financial strategic analysis, tax policy and program evaluation; develop- 
ment of the statewide collective bargaining policy and strategy; development of the statewide capital 
policy through the preparation and implementation of the state Bond Commission's monthly agenda; 
monthly analysis of the statewide financial plan, including revenues and expenditures; and monitoring 
and cost analysis of proposed legislation. 

The division annually produces the Governor's budget document, the Budget-in-Brief and the 
Economic Report of the Governor. 

Budget Execution for 1989-90 

The 1989-90 fiscal year ended with a General Fund operating deficit of $259.5 million. This was 
the net deficit after actions taken by the Governor and the General Assembly affecting both revenues 
and expenditures. As required by law, the Office of the State Comptroller transferred the balance of 
the budget reserve fund - $102.2 million - to the General Fund to partially fund the operating deficit. 
The action brings the total deficit carried forward to the 1990-91 fiscal year to $157.3 million. 




The following schedule summarizes whatoccurred in the General Fund and the Special Transportation 
Fund for the 1989-90 fiscal year. 

General Fund 

Budget Plan Actual Difference 

Revenues $6,323.0 $6,112.0 $(211.0) 

Expenditures 6,238.1 6,369.3 131.2 

Surplus adjustments (2.2) (2.2) 

Balance 1989-90 84.9 (259.5) (344.4) 

Transportation Fund 

Budget Plan Actual Difference 

Revenues $ 606.0 $582.1 

Expenditures 603.7 601.6 

Surplus - July 1, _ 9 fi 


Balance 1989-90 61.9 

*A11 figures are in the millions 

The following schedule summarizes the Governor's Recommendation and the General Assembly's 
enactment of the 1990-91 state budget. 


$ (23.9) 


Governor's General 

Recommended Change Assembly 

General Fund 





(174. 0) 





Budgeted revenues 

Appropriations (net) 

Surplus adjustment 

Balance June 30, 

1991 0. 

(1) Available toward the funding of the 1989-90 deficit carried 

forward which was estimated at $58.6 million in the budget plan 

passed by the General Assembly. 


(1) 69. 5 







Transportation Fund 

Balance - June 30 

$ 46.2 

$ (4. 3) 

$ 41.9 





Appropriations (net) 


(18. 6) 


Balance June 30, 





Capital bonding 



* 1,706. 4 

* Net new authorizations including $451.3 in Special Tax 
Obligation Bonds and $100 million in revenue bonds for the 
Clean Water Fund. 

* All figures are in the millions 

Management and Justice Planning Division 

Willliam H. Carbone, Under Secretary 

The Management and Justice Planning Division was established on October 1, 1987 with the 
merger of divisions formerly known as Management and Evaluation and Justice Planning. 

The division works to increase the effectiveness of the state government by promoting the effective 
use of system resources, initiating joint problem- solving efforts among agencies, coordinating multi- 
agency programs and initiatives, recommending policies to the secretary and the Governor, and 
administering a variety of federal grant money allocated to Connecticut. 

In addition, the division seeks to improve the quality of decision-making in state government by 
collecting and analyzing data and generating descriptive information for system policy makers. 


The division also improves the operation and provision of services of state and local agencies by 
providing management consultation services in response to requests for assistance. 

During the past year, the division has been involved in a number of important criminal justice and 
management issues. The division has continued its lead responsibilities in the area of jail and prison 
overcrowding, including coordination of the state's $1 billion, 6000 bed prison and jail expansion 
program and negotiation with municipalities concerning the impacts of prison construction, in 
accordance with Public Act 89-353. The division coordinated and implemented the Governor s three 
pronged attack on drugs, including major initiatives in the areas of drug education, treatment and 
rehabilitation, and narcotics law enforcement. 

The division continued its coordinating responsibilities for the New England Governor's Confer- 
ence, Committee on Substance Abuse. A complete analysis of Connecticut's criminal justice system 
was issued in the division's publication of Trends and Issues. 

The division administers several federal criminal justice grant programs, including juvenile justice, 
narcotics control, victims of crime, and drug-free schools and communities. They total about $20 
million yearly. The programs funded with this money include truancy reduction, crime prevention, 
victim services, drug-abuse counselling and rehabilitative services, drug-law enforcement, and drug 
education and prevention in schools. 

In the past year, the division supported the executive branch by staffing the Commission on Prison 
and Jail Overcrowding, the Narcotics Enforcement and Crime Control Committee, the Juvenile 
Justice Advisory Committee, the Governor s Interagency Committee on Youth Substance Abuse 
Prevention and Intervention, and the Interagency Committee on Substance Abuse Treatment for 

The division provided a variety of technical and assistance services to state and local criminal 
justice agencies. Computer information system design and review, and telecommunications devel- 
opment highlighted the program. 

Within the framework of management services, division staff continued to provide the state with 
internal resources and expertise for identifying, analyzing and implementing opportunities that will 
maximize the efficiency of government operations. As an evaluative tool for the Governor, personnel 
examine state policies to measure their efficiency and affects. Where deficiencies are found, 
improvements are recommended. 

Major management initiatives undertaken in the past year include the use of consultants by state 
agencies and staffing a special commission studying government efficiency. 

Comprehensive Planning Division 

Joan Maloney, Under Secretary 

The Comprehensive Planning Division provides the Office of Policy and Management with the 
planning and analytical resources needed to develop, recommend, coordinate and implement state 
policies and programs. During 1989-90, the Division focused its attention on such diverse efforts as 
coordination and staffing of the Governor's Human Services Cabinet, studies of appropriate uses for 
institutional campus facilities, continued coordination of state agency activity regarding the Iroquois 
and other proposed gas pipelines, support of the Child Welfare Reform Initiative, participation on the 
board and committees of the Connecticut Resources Recovery Authority, the Connecticut Housing 
Authority, the Connecticut Housing Finance Authority and two regional affordable housing negotia- 
tion projects. 

Support was provided to the Governor's Human Services Cabinet, which is composed of the 
commissioners of fifteen state human services agencies and is chaired by the Secretary of the Office 
of Policy and Management. The cabinet's goals include advising the Governor on human services 
issues, coordinating human services policy development and service delivery. The division coordi- 
nated the cabinet's work to develop state policy on Acquired Immune Deficiency Syndrome (AIDS), 
which became the Governor's Plan of Action on AIDS . In the plan, the division provided staff support 
to an interagency task force on AIDS service delivery and financing issues. The division has 
monitored implementation of the plan, which included assuring that confidentiality, anti-discrimination 
and employee education policies exist, and that training is provided in all state agencies. 

In July of 1989 the Robert Wood Johnson Foundation awarded the State of Connecticut a three year, 
$1.8 million grant to implement and evaluate the Connecticut Partnership for Long Term Care, a 
public/private partnership to finance nursing home and community based services for the frail elderly 
and disabled. The long term care research and policy unit of the Division has provided staff support 
for this effort. Significant progress has been made including receipt of the grant, passage of supporting 
state legislation and national recognition of this innovative program. Supporting federal legislation, 
a key to implementation, is pending. 



The annual five-year State Facility Plan (FACPLAN), prepared in cooperation with the Budget and 
Financial Management Division, was submitted to the General Assembly. Based upon a consultant 
review of the facility planning process, changes were made this year to Conn. Gen. Statutes Sec. 4b- 
23 to strengthen agency program planning, modify and simplify the plan preparation process and 
change the submittal date to the legislature. 

In accordance with state and federal laws, regulations, and executive orders, the division 
administered and performed over 978 reviews, an increase of 93 over the previous year: 

Comprehensive Planning Reviews 

Intergovernmental Reveiw of Federal Program Applications 


Federal Grant Requests by State Agencies 


State Agency Plans 


Direct Federal Development Actions 


Industrial and Business Development Projects 


Connecticut Environmental Policy Act Documents 


National Environmental Policy Act Documents 


State Actions for Consistency with Plan of Conservation and 


Small Cities Grant Applications 


"Water Diversion Permit Applications 


Connecticut Siting Counsel Applications 


In addition, over 500 proposed projects were evaluated for consistency with the State Facility Plan. 
Among the more significant reviews conducted by division staff were those relating to the manage- 
ment of low-level radioactive waste (LLRW) by the Hazardous Waste Management Service. The 
service's annual update to the statewide LLRW management plan was reviewed, as were proposed 
criteria for siting a LLRW facility in the state. 

The daily review of the Federal Register for proposed rules and grants affecting state agencies was 
refocused to support the Connecticut Intergovernmental Review Process. The division continued to 
coordinate the review of state agency allocations under several federal block grants. 

The revision process for the State Policies Plan for the Conservation and Development of 
Connecticut began in May 1990 with a series of eight meetings held with municipal and regional 
planners, as well as others held with the Connecticut Chapter of the American Planning Association, 
the Regional Plan Association of Connecticut, and the Regional Planning Organization Directors. 
Results from these sessions will shape the outline of the revision. A draft of the revised plan will be 
submitted in March 1991 to the Continuing Legislative Committee on State Planning and Develop- 
ment. The plan continues to be used as the division's basic policy guide for reviewing state agency 
prepared plans and capital projects funding requests. 

The division oversaw the state's efforts to implement the Child Welfare Reform Initiative. The 
Initiative is an interagency effort to change Connecticut's child welfare system and is supported in part 
by a $7.5 million, five-year grant from the Annie E. Casey Foundation. In addition to policy and 
financial oversight, the division participated on the Interagency Operations Team, which provides 
guidance on implementing the overall objectives of the initiative. 

The division continued to coordinate state agency activity regarding the Iroquois and related natural 
gas pipeline proposals, preparing the state's comments on the draft environmental impact statements 
prepared by the Federal Energy Regulatory Commission (FERC). Staff also monitored FERC 
proceedings on the Iroquois proposal. 

The division was active in the area of water resources, coordinating preparation of a draft 
memorandum of understanding and guidance for water conservation and emergency contingency 
Plans with the departments of Health Services, Environmental Protection, and Public Utility Control. 
Comments were provided to the Department of Health Services on seven draft water utility supply 
plans. The Division assisted in revising a draft water supply watershed protection handbook for use 
by local officials. One proposed land disposition by the South Central Regional Water Authority in 


the Town of North Branford was reviewed for compatibility with the State Policies Plan for the 
Conservation and Development of Connecticut 1987-1992. The division is a member of the 
Residential Water Saving Advisory Board, which advises the Commissioner of Health Services on 
requiring water utilities to provide water saving devices to consumers. 

The Connecticut Census Data Center provided extensive statistical information, directly and 
through its affiliate centers, to meet the needs of government agencies, businesses, educational 
agencies and others, with inquiries totaling 3,656. The Business and Industry Data Center Initiative 
with participation of the Department of Economic Development, the Department of Labor, and nine 
additional affiliate agencies, is now operational in Connecticut. The goal of this initiative is to enhance 
the use and understanding of business and industry data. Active liaison was maintained with the U.S. 
Bureau of the Census regarding state census concerns. 

Extensive promotion activities were carried out to encourage participation in the 1990 census, 
including the distribution of one million brochures, distribution of census education curriculum 
packages to teachers, articles in newsletters and newspapers, notices to all employers, notices 
accompanying utility bills, public service announcements and various articles printed in 9 major 

To increase the number of Census enumerators, Connecticut participated in a federal program that 
allowed AFDC, Medicaid and state supplement recipients to continue their benefits while working 
for the census. Two key reports were produced: (1) a report delineating low- and moderate-income 
neighborhoods for the state Department ofBanking used to enforce new lending regulations for banks, 
and (2) a report on residential sales price data in Connecticut. 

During the 1989-90 fiscal year, the division supported the 15 regional planning organizations with 
funding and technical assistance. Administrative procedures for the state Grant-in-Aid for Regional 
Planning were reviewed and streamlined, improving the processing of grant funds and enabling the 
division to allocate more staff resources for technical assistance and planning for regional issues. 

The division was involved in coordinating, leading or participating in many studies over the course 
of the year. In accordance with P. A. 89-386, the division prepared a study of the potential benefits and 
effects of major wood burning facilities in Connecticut. 

A consultant study of Depar orient of Mental Retardation facilities, exploring the future uses of the 
buildings and lands in view of changing programmatic needs, was completed. A similar study of 
Department of Mental Health facilities is nearing completion. The division co-chaired and provided 
staff support to the Governor's Task Force on the Mansfield Training School. The Task Force was 
charged with developing reuse concepts for the school, as well as strategies and budget estimates for 
their implementation. 

The division assisted in task force deliberations, prepared the draft and final reports of the Task 
Force to the Governor, and will coordinate implementation of the recommendations. The division 
negotiated a memorandum of agreement with the departments of Mental Retardation, Public Works, 
Correction, and the University of Connecticut for the transfer of fire protection responsibilities at 
Mansfield Training School from the Department of Mental Retardation to UConn. 

Pursuant to P. A. 89-354, the division was a member of the task force named to help transfer the 
Division of Rehabilitation Services from the state Department of Education to the Department of 
Human Resources. A final report was issued in February 1990. The Division continues to work with 
both agencies to promote a smooth and effective transition. 

Pursuant to P. A. 88-334, affordable housing compacts were considered by municipalities during 
the year in the Greater Bridgeport and Capitol planning regions. The compacts were negotiated with 
representatives of each municipality, the regional planning organizations, the Department of Housing 
and 0PM to reach agreement on specific affordable housing goals, potential strategies and timetables 
for municipalities to meet their goals. The compact in the Capitol Region was adopted in full, while 
the compact in the Greater Bridgeport Region was pending at year's end. 

The division participated on many boards and other groups during the year. As the secretary's 
designee to the Connecticut Resources Recovery Authority, the Connecticut Housing Authority and 
the Connecticut Housing Finance Authority, extensive efforts were directed to participation on 
several committees. The Division continued to represent 0PM on the Birth-To-Three Council, which 
advises the state Department of Education on the creation of a statewide service delivery system for 
developmental^ delayed infants and toddlers. Division staff chaired the Governor's Education Block 
Grant Advisory Committee, which advises the state Department of Education on the distribution of 
approximately $5 million in federal funds. Participation on other boards and groups included: the 
Board of Control of the Connecticut Agricultural Experiment Station, the River Management 
Advisory Board, the Connecticut Public Transportation Commission, the Statewide Comprehensive 
Outdoor Recreation Plan Advisory Board, the Commission on Children, the state Implementation 


Plan Revision Advisory Committee (air quality), the Advisory Board of the Recreation and National 
Heritage Trust Program, the Long Term Care Commission, the South Central Water Utility 
Coordinating Committee, the Public Water Supply Resource Team of the Connecticut Rivers 
Assessment Program, the Advisory Group on the Development of Aquifer Protection Land use 
Regulations, the state Independent Living Council, and the state Occupational Information Coordi- 
nating Committee. 

Energy Division 
Bradford S. Chase, Under Secretary 

The Energy Division of the Office of Policy and Management is responsible for the formulation 
of state energy policy through planning, coordinating, implementing and evaluating programs which 
address the state's need for energy sources which are reliable, affordable and environmentally benign. 

The division's goals are to assure that the energy needs of the state are met through a diversity of 
energy supply options, efficient use of energy and an equitable allocation of energy in times of 

The division monitors and develops energy-related data used to monitor energy trends and identify 
potential problems; forecast energy demand and costs; and assess state energy needs. The division 
prepares statewide heating oil price and supply data and conducts periodic gasoline and home heating 
oil price surveys. Analysis of energy issues from state, regional, national and global perspectives are 
performed on a continuing basis and are used to assist the Governor in advancing the state's energy 
interests at forums such as the New England Governors' Conference, the Conference of New England 
Governors and Eastern Canadian Premiers and the National Governors' Association. Energy 
information and expertise are shared with all branches of state government and with the state's 
congressional delegation. 

The division is an intervenor at DPUC rate case proceedings, providing its perspective on short and 
long-term energy supply, demand and price issues. 

The division is mandated to coordinate and review state agencies' progress in implementing energy 
conservation measures. A biennial assessment of Connecticut's energy situation, with recommenda- 
tions for future action per Conn. Gen. Statutes 16a-35m, is prepared for the Governor and general 
assembly. The division also provides staff support to the Connecticut Energy Advisory Board which 
is composed of state agency commissioners and private sector appointees. The board is mandated per 
Conn. Gen. Statutes Sec. 16a-7 to submit to the Governor and General Assembly an annual report and 
recommendations for bringing energy supply and demand into balance. 

The division monitors energy use in state-owned and leased buildings. It reviews agency budget 
requests and recommends funding for energy related capital projects from state bond funds. The 
division is involved in the development of a master plan for a comprehensive energy management 
system for state facilities. The Energy Division represents the Secret?ry of 0PM on the Municipal 
Solid Waste Recycling Advisory Council. 

The division administers federal energy conservation grants, which are used to establish conser- 
vation programs for various target sectors; and petroleum violation escrow funds, which have been 
used to supplement low income household energy assistance funds. Recommendations are prepared 
for the Governor for these funds, which assure conformity to federal requirements, establish criteria 
for program expenditures and propose program content. The division is responsible for coordinating 
the state's low-income energy assistance program. Approximately 78,000 households received fuel 
assistance benefits during the 1989-90 heating season. The division has also been involved in the 
development and implementation of an integrated weatherization program for low-income house- 

0PM Energy plans for and oversees utility-funded energy conservation programs to provide low- 
cost energy audits and related services to households and commercial establishments. Through the 
Residential Conservation Service Program, the Energy Division establishes objectives for the 
implementation of energy conservation measures. Audit services also include commercial enterprises 
and larger multi-family dwellings under the Commercial and Apartment Conservation Services 

The Energy Division administers the federal Institutional Conservation Program which provides 
matching grants for schools and hospitals. The grants are used to identify and implement energy 
conservation maintenance and operating procedures and energy-related capital improvements. Such 
grants are also used to improve building efficiency by the installation of recommended energy 
conservation measures. 

When necessary, the division responds to fluctuations in the petroleum supply market through the 
provision of energy emergency planning, policy development and fuel specific data analyses . A recent 


example of this monitoring function occurred during the 1989-1990 heating season when the state 
experienced sharp increases in the price of petroleum products for residential heating. The division 
also monitors short-term electricity supply and demand and during critical periods, takes an active role 
in coordinating electricity conservation and generation actions during shortage situations. The 
division serves as a liaison between the utilities, the Governor and the public during these periods. 
The under secretary serves as state liaison officer to the Nuclear Regulatory Commission, co- 
chairman of the New England Governor's Conference Power Planning Committee, and is the alternate 
commissioner to the Northeast Interstate Low-Level Radioactive Waste Commission. The commis- 
sion is charged with planning and managing the long-term disposal of low-level radioactive waste for 
the Northeast Compact region which consists of Connecticut and New Jersey. The under secretary 
also coordinates the activities of various state agencies involved in the management of low-level 
radioactive waste. 

Intergovernmental Relations Division 

Margaret Mary Curtin, Under Secretary 

This division functions as a conduit for intergovernmental communications by gathering and 
disseminating information concerning the needs of local governments, programs of assistance 
available to them and federal actions and legislative activities impacting the state and its municipali- 
ties. The division also provides technical assistance to municipalities in the areas of planning, 
management, budgeting, revaluation, assessment and taxation. The division advises the Secretary of 
0PM on matters concerning local governments and proposes legislation relating to auditing and 
budget procedures, local assessment, sale/assessment ratios, elderly veterans and disabled tax relief, 
property taxation and local government powers. 

The staff prepares 21 technical reports for use by municipal officials, including the Municipal 
Digest: State Administered Financial and Technical Aid Programs, a compendium of state assistance 
available to municipalities; the annual Estimates of State Aid to Municipalities: Statutory Formula 
Grants, and Statutes Governing Municipal Planning and Zoning. 

Municipal Assistance and Audit Review Unit 

The Municipal Services section reaches out to each municipality in the state to assist officials in 
helping to solve key problems. Staff consultants provide technical assistance to town officials, 
disseminate information on 15 statutory formula in 

the towns, provides assistance and answers to questions relating to town ordinances and charters, 
analyzes and summarizes legislation affecting municipalities and provides information concerning 
state aid programs for municipalities. 

Staff administers the Local Capital ImprovementProgram -$110 million -the Telecommunication 
Property Tax Program - $41 million - and the Property Tax Relief Fund - $42 million. 

For the federal fiscal year 1989-90 staff administered a federal grant for training or retraining of 
surface miners in safety techniques run by the Labor Education Center at the University of 
Connecticut. Staff prepared a plan for administering the Federal Emergency Management Agency's 
Public Assistance Program for the July 10, 1989, tornado and process requests and review claims from 
municipalities for the Local Emergency Relief Advisory Program. Staff participated in the scheduled 
Nuclear Exercises held under Federal Emergency Management Agency /Nuclear Regulatory Com- 
mission auspices and are members of the state Emergency Response Commission. 

The Municipal Audit Review section is responsible for monitoring all aspects of local governmen- 
tal accounting, auditing and financial reporting in the state. This section is responsible for reviewing 
all municipal financial reports submitted to the Secretary and maintains liaison with local municipal 
officials, Independent Public Accountants and professional organizations Including the Municipal 
Finance Advisory Commission. With the audit information submitted by the state's 169 municipali- 
ties, the section prepares Municipal Fiscal Indicators, which identifies and analyzes selected fiscal 
trends of each municipality for the most recent past five fiscal years. 

This section is also responsible for approving each municipality's independent public accountant 
and granting audit extensions to such accountants when necessary. 

The section provides technical assistance to town officials and auditors, and publishes an audit 
guide and questionnaire which must accompany the audit. The staff can approve changes in 
accounting systems made by local governments and in many instances provides limited technical 

Finally the section develops numerous publications of a statistical and professional nature. They 
are disseminated to local government officials and professional practitioners. 


Municipal Equalization and Elderly Reimbursement Unit 

The Municipal Equalization Section prepares the net equalized grand list and sale price data files, 
which includes processing 80,000 property sale transactions; field appraisers review the sales of 
property to assure that the sales reflect arms-length transactions as opposed to non-market value 
transfers of property. 

The Municipal Elderly Reimbursement Section manages, audits and certifies payments for elderly 
tax relief programs - $31.1 million for 77,900 elderly claimants - and the veteran's and disabled 
individual s tax relief programs - $6.1 million for approximately 258,000 recipients. The staff also 
prepares an annual comprehensive statistical report for the General Assembly relating to the 
Implementation of the programs. 

Municipal Assessment and Taxation Unit 

The Municipal Assessment and Taxation Section aids local governments in all matters relating to 
assessment and taxation of property, and compile data on special districts. The staff administers and 
certifies the payment of various grants to local governments: Unrestricted Grants to Municipalities, 
$35.5 million; Payments-In-Lieu-of-Taxes (PILOT) on state owned property grant, $18.9 million; 
Payments-In-Lieu-of-Taxes (PILOT) on Private Colleges and General Hospitals, $32.4 million; 
Distressed Municipalities Program, $6.6 million and the Vessel Reimbursement Program, $2.6 

The section administers the Residential Revaluation Tax CreditProgram, $11 million, and provides 
grants to municipal assessors for installation of Computer Assisted Mass Appraisal Systems, $1.3 
million, for municipalities that have undertaken revaluation on the grand lists of October 1,1987 and 

This section is also responsible for certification of revaluation companies, including personnel 
doing revaluations in Connecticut and establishing recommended use values for farm and forest land. 
Additionally, the staff assists the general public and each town with tax collection and property 
assessment issues, including state-mandated revaluations by on-site visits, telephone contacts and 
development of procedural manuals. The staff participated as Instructors in the University of 
Connecticut's in-service training and certification of municipal assessors and tax collectors. 

Connecticut State Office of Information and Technology 

Daniel M. Colarusso, Executive Director 

The mission of the Office of Information and Technology is to develop information technology 
planning programs and infrastructure projects to guide the establishment of a fully integrated 
statewide information processing and telecommunications systems. The planning programs and 
projects will leverage state-of-the-art technologies to support the information processing and 
telecommunications requirements of the state agencies. 

In 1989, the office published a comprehensive telecommunications strategic plan that will be 
updated in 1990 to include information systems planning. The consolidated plan will outline the 
technology architectural standards to support integrated information processing and telecommunica- 
tions systems. 

The office also initiated the start and management of a cost-effective, statewide telecommunica- 
tions network to support all state agencies. It will accommodate the voice, data, video and Image 
(facsimile) transmission requirements and other forms of information exchange through electromag- 
netic media. The network will consist of alternative types of transmission media, such as optical fiber, 
radio and wire. 

The office has the following units: telecommunications assessment and planning services; 
applications and technical services; system development services; information and telecommunica- 
tions architecture and communications services. 

Governor's Council on Voluntary Action 

Courtney W. Gardner, Executive Director 
The Governor's Council on Voluntary Action, consisting of nine members, appointed by the 
Governor, operated in five major areas this year. It coordinated the activities of state agencies in 
planning volunteer programs; assisted with training, supervision; referred people to state agency 
volunteer programs; consulted with private volunteer agencies and reviewed their services; identified 
new methods of coordination to make the best use of available volunteer services; and assisted 
volunteer programs in mobilizing resources from governmental and private sources. 



The 1989-90 major accomplishments include: providing resource information on volunteerism to 
all state agencies and responding to numerous requests for technical assistance with volunteer 
managers, including identifying opportunities for volunteers; developing strategies for recruitment; 
designing orientation and training programs; and evaluating program operations and outcomes; and 
making available to public an annotated resource library index. The council also conducted its 13th 
Annual Connecticut Volunteer Leadership Conference. This year's theme was "Strength Through 
Sharing," with 500 registrants. John Filer, a partner with the Hartford law firm of Tyler, Cooper & 
Alcorn, P.C., gave the keynote address. The agency promoted National Volunteer Week - April 22- 
28 - in 30 state agencies, and in municipalities, and in private agency volunteer recognition programs; 
distributed volunteer recognition ki ts; andrecognized seven Connecticut corporations andbusinesses 
with the third annual Governor's Laurel Award For Responsible Social Involvement. It also published 
and distributed about 1,500 copies of two issues of Connecticut Volunteer News; and is currently 
revamping its annual report on volunteer services within state government. This report indicates that 
over 34,000 volunteers contributed well over 1.6 million hours - with a net service value of $15.6 
million dollars of time - to state agencies during the year. 

Tax Waiver List 

In accordance with Conn. Gen. Statutes Sec. 12-3(a), the Tax Review Committee has approved the 
following list of all penalty waivers for the 1989-90 fiscal year. 

2867455000 169 Whalley Foods, Inc. 

055723 1005 3 PM Div of McKesson Corp. 

5117619000 7 Eleven Store 

2380400000 84 Development Co. 

2380400001 84 Development Co. 

5134902000 A & F Construction & Management Co. 

0686501000 A & T, Inc. 

2759553000 A Gallo Co. Of Litchfield 

5715495000 AAA Answering Services 

5208228000 AB Micro Solutions 

5 132774000 ACC Call America 

4888848001 ADG, Inc. 

5925136000 AMSCO 

4894721000 ASA 

4050241000 Aaron Environmental Specialties 

0754960000 Accu Rite, Inc. 

0585497000 Ace Advance Paper Co., The 

5054630000 Ace Begonias, Inc. 

0608802000 Acme Automatic Sales 

0561837000 Acme Office Furniture Co., Inc. 

2457356000 Ad Concepts, Inc. 

0795591000 Advantage Associates, Inc. 

5613112765 Agricultural Insurance Company 

1156245800 Ahuja, A. 

4649885000 Air Con, Inc. 

5013727000 Airport Suburu, Inc. 

0600734000 Al Mitchell, Inc. 

0521146000 Alan Corp. 

2824373001 Albany Avenue Shell 

5441357000 Alberts, Inc. 

2326064000 Alexander K. Mitchell, Inc. 

5150131000 Aiken Recision, Inc. 

0810952000 All Occasions, Inc. 

3816725000 Allied Business Forms Div 

0750489000 Allied Business Products of Conn 

4530960000 Allied Plywood Corporation 

4878096000 Alphagraphics Printshops of the FU 

4878096000 Alphagraphics Printshops of the FU 

0913079000 American Bank Of Connecticut 

0613638000 American Carpet Furniture, Inc. 

5613286765 American Credit Indemnity Co. 

7600050240 American Insurance Co. 

Ansonia, CT, SUT 540.72 

Livonia, MI, SUT 144.70 

Waterbury, CT, SUT 404.73 

Eighty Four, PA, SUT 928.52 

Eighty Four, PA, SUT 1 ,284.50 

West Haven, CT, CORP 3,300.50 

Stamford, CT, SUT 220.46 

Goshen, CT, CORP 100.00 

Hartford, CT, SUT 289.04 

South Glastonbury, CT, SUT 237.75 
Rochester, N.Y., UNREG. TELC. 1,397.15 

Milford, CT, SUT 119.31 

Larchmont, N.Y., SUT 155.96 

Yalesville, CT, SUT 188.41 

Plantsville, CT, SUT 1,155.85 

Wallingford, CT, SUT 534.31 

New Britain, CT, SUT 3 14.02 

Bethany, CT, CORP 201.00 

Niantic, CT, SUT 499.89 

New Haven, CT, SUT 496.35 

Stamford, CT, SUT 424.77 

Farmington, CT, SUT 247.43 

Cincinnati, OH, F&NR 1 ,302.75 

Stamford, CT, CG 340.23 

Cheshire, CT, SUT 870.42 

Windsor Locks, CT, SUT 3,342.84 

Avon, CT, SUT 874.82 

Worcester, MA, MF 1 ,050.06 

West Hartford, CT, SUT 228.93 

Barkhamsted, CT, SUT 422.48 

New Fairfield, CT, SUT 207.15 

Enfield, CT, CORP 604.20 

Hamden, CT, SUT 219.13 

Providence, RI, SUT 291.86 

Hartford, CT, SUT 115.72 

East Hartford, CT, SUT 3 12.63 

Hartford, CT, SUT 333.30 

Hartford, CT, SUT 404.59 

Waterbury, CORP 16,957.80 

Orange, CT, SUT 378.46 

Baltimore, MD, F&NR 439.82 

Novato, CA, F&NR 17,197.85 



3649555000 American Leasing Investord VII 8 

5856257000 American Reinsurance Co. 

3243763000 American Sewing Machine Dist., Inc. 

0731117001 American Spirits Place 

5884705000 American States Insurance Co 

0754515000 American Steak House 

3409869000 American Tile Supply Co., Inc. 

0987305001 American Tobacco Co. 

4604583000 Amoco Performance Products, Inc. 

7777103834 Ancin, M. 

2759272000 Andover Package Store 

3 804 1 3 5000 Andys Autocoach Works 

0473625270 Angeloni, J. 

5718416000 Angelos Lawn Care 

1069996000 Angus Mcdonald Gary Sharpe and As 

0828624000 Answer Phone, Inc. 

4508628000 Best Electrical Services 

5662366000 Bestype Office Environments 

5123773002 Bethel Texaco 

5041603000 Beval Saddlery Ltd, Inc. 

3773439000 Bike Rack, Inc. 

2687531000 Bill Ellis Sons 

0409961001 Bills Harley Davidson 

5762471000 Bills Lawn Service 

2622959000 Biofeedback Clinic Of Manchester 

2824373004 Bi shop Comer Shell 

4060869000 Bistro, The 

0484637370 Blackburn, E. 

0402261230 Blackburn, R. 

0022660320 Blair, S. 

5075742000 Blast AU, Inc. 

0366468000 Bliss Exterminator Co. 

5 147 160000 Blitz Services, Inc. 

4755203000 Blondies Treehouse, Inc. 

4723797000 Blue Note Cafe 

5426556000 Blue Seal Feeds 

1076363000 Blue Sun, LTd 

2925519000 Bobker Bearings, Inc. Conn 

2117968000 Bobs Folly, Inc. 

5075759000 Body Options, Inc. 

0431063540 Booth, L. 

2366847000 Bordon, Inc. 

5423702000 Borland International, Inc. 

5423702000 Borland International, Inc. 

5497268000 Boston Scientific Corrp. 

0493028240 Bowes, Alfred & Mary 

0493028240 Bowes, Alfred & Mary 

5127907000 Boxing Cat Grill 

0845685000 Bozzutos Carting Co., Inc. 

0394320000 Brian s Tool Sales 

5548359000 Briarwood Pizza Restaurant 

3001229000 Bridgeport Corp. 

3972536000 Briggs Janitor Service 

3319332000 Bright, Inc. 

1922815150 Brinker,R. 

2824373003 Bristol Shell 

5832753000 Brito Enterprises, Inc. 

3712114000 Broken Shell Gallery 

0493012480 Bronson, C. 

0503201000 Brookfield Craft Center, Inc. 

5333448000 Brooks Vending 

0353082770 Brothers, Richard S. 

4589242280 Brown, V. 

3008802000 Brownell Electro, Inc. 

0794735000 Browning Ferris Industries, Inc. 

3 179546000 Browns Rental Service 

New York, NY, SUT 
Princeton, NJ, BU 
Manchester, CT, SUT 
Old Greenwich, CT, SUT 
Indianapolis, IN, BU 
Bridgeport, CT, SUT 
Danbury, CT, SUT 
Stamford, CT, SUT 
Greenville, SC, SUT 
Newtown, CT, IU 
Andover, CT, SUT 
New Milford, CT, SUT 
Meriden, CT, CG 
Norwalk, CT, SUT 
Old Saybrook, CT, CORP 
Bridgeport, CT, SUT 
New Britain, CT, SUT 
New York, NY, SUT 
Bethel, CT, SUT 
Gladstone, NJ, SUT 
Waterbury, CT, SUT 
Bethel, CT, SUT 
Bridgeport, CT, SUT 
Wilton, CT, SUT 
Manchester, CT, CORP 
West Hartford, CT, SUT 
Woodbury, CT, SUT 
Brookfield, CT, CG 
Waterford, CT, CG 
West Hartford, CT, CG 
Deep River, CT, SUT 
New York, NY, SUT 
Stamford, CT, CORP 
Larchmont, NY, BU 
Stamford, CT, SUT 
Lawrence, MA, SUT 
Farmington, CT, CORP 
Carlstadt, NJ, SUT 
Torrington, CT, SUT 
Cheshire, CT, SUT 
Hartford, CT, CG 
Portland, CT, CORP 
Scotts Valley, CA, SUT 
Scotts Valley, CA, SUT 
Watertown, MA, SUT 
Westport, CT, CG 
Westport, CT, CG 
Old Greenwich, CT, SUT 
Branford, CT, CORP 
Enfield, CT, SUT 
Bridgeport, CT, SUT 
Bridgeport, CT, SUT 
Meriden, CT, SUT 
New Haven, CT, CORP 
Greenwich, CT, CG 
West Hartford, CT, SUT 
Bristol, RI, CORP 
Canton, CT, SUT 
Voluntown, CT, CG 
Brookfield, CT, SUT 
New London, CT, SUT 
New York, NY, CG 
Mystic, CT, CG 
Great Neck, NY, CORP 
Auburn, MA, SUT 
Norwalk, CT, SUT 

















0768051000 Brace's Flowers, Inc. 

2063673900 Branson, Sally J. 

4654653000 Buckingham Towne Pharmacy, Inc. 

0738948000 Buckley Convalescent Home 

4220992000 Buds Lock & Key Service, Inc. 

2069722000 Bull Pen Cafe 

4692596000 Bulls Head Printers At Landmark Sq 

5738208000 Bunker Corp. Mass 

3601689000 Burger King 

5349030000 Burton Quaker Corporation 

3603719000 Business Communications Group 

0491008220 Bussey, Edgar J. & Lilyan W. 

3029212000 Butler Telecommunications Group 

0465664380 Butler, B. 

7300000473 Byram Healthcare Centers, Inc. 

0787 192000 C & B Supplies, Inc. 

4029328000 C & J Repair, Inc. 

3932225000 C A G Electrical Co. , Inc. 

5726617000 C J Robinson Tree & Landscape Serv 

5020250000 C Js Restaurant 

1058387000 CDI Corporation 

4990719000 CDI Telecommunications, Inc. 

1058460000 CDI Temps, Inc. 

4776258000 CEP Systems, Inc. 

5954524000 CRIV Investments, Inc. 

3461704000 Cabbages & Kings Catering 

4316535000 Cadnetix Corp. 

3116480000 Cadre, Inc. 

3988110000 Cafe Chanticleer, ltd. 

0974543000 Camp Wah Nee In The Berkshires, Inc. 

0782035660 Cannizzo, F. 

4722088000 Canton Shooting Center, Inc. 

4822532000 Cap Gemini America, Inc. 

5604830000 Cape Codder Restaurant 

4245601000 Capece Cleaning Service 

0724256230 Caputo, E. 

5220322000 Car Phone Store 

0464864640 Cardinale, G. 

1 1 1 1020000 Care Manor of Farmington 

1201516000 Caretta Trucking, Co., Inc. 

0192463780 Carnevale, P. 

4923652000 Carreira Maintenance, Inc. 

3457513000 Caruso Music Store, Inc. 

048 1 652470 Casey, James J. & Lois M. 

0700732000 Ceda Company, Inc. 

5813480000 Central New England Chemical, Inc. 

2756948000 Central Security Services 

5823257000 Centre Mall Pizza & Restaurant, Inc. 

1093672000 Century Package Shoppe 

0480757640 Chamberlain, Norman J. & Gertrude M. 

2805869000 Chapel Street Foods, Inc. 

0555268000 Chapin Bangs Co. 

4390431000 Charlotte 

0706663000 Chase Packaging Corp. 

4958831000 Chemex New England 

5074422000 Cherny St East 

0594341000 Chesebrough Ponds, Inc. 

5814280000 Chestnut Ridge Landscaping 

4865135000 Chicken Chef of New Britain, Inc. 

0123033980 Childs, T. 

2494037000 China Shop, Inc. 

0453013530 Chmielewski, John J. 

541 3950000 Choice Design System, Inc. 

2444578000 Chris s Gun Shop 

505261 8000 Cincinnati Bell Information System 

3686946000 City Fuel Co., Inc. 

Norwalk, CT, SUT 546.15 

Moodus, CT, CG 125.40 

Glastonbury, CT, SUT 312.81 

Hartford, CT, BU 1,212.87 

Milford, CT, SUT 204.05 

Hartford, CT, SUT 124.73 

Stamford, CT, SUT 430.67 

Brookline, MA, CORP 132.40 

Ansonia, CT, SUT 912.61 

New York, NY, BU 369.25 

Avon, CT, SUT 238.05 

West Hartford, CT, CG 270.32 

Montvale, NJ, SUT 2,524.96 

Rio De Janeiro, BRAZIL, CG 256.43 

Greenwich, CT, UNAUTH INS 3 15.27 

West Hartford, CT, SUT 509.09 

Milford, CT, SUT 110.72 

Hamden, CT, SUT 316.74 

Wilton, CT, SUT 219.88 

Plainville, CT, SUT 768.97 

Philadelphia, PA, SUT 826.45 

Philadelphia, PA, SUT 218.21 

Philadelphia, PA, SUT 341 .60 

Ridgefield, CT, SUT 108.17 

Dallas, TX, CORP 351.63 

Weston, CT, SUT 128.02 

Boulder, CO, SUT 7,514.37 

Avon, CT, CORP 480.50 

Avon, CT, SUT 331.90 

Woodbury, NY, CORP 3 1 1.20 

Naugatuck, CT, CG 121.70 

Canton, CT, SUT 200.00 

Holmdel, NJ, SUT 1,197.28 

New Haven, CT, SUT 266.22 

Guilford, CT, SUT 198.30 

Avon,CT,CG 302.10 

Wethersfield, CT, SUT 1,135.13 

Danbury, CT, CG 313.40 

Toledo, OH, BU 1,394.01 

Paramus, NJ, MC 658.34 

Bethel, CT, CG 276.70 

Wethersfield, CT, SUT 1 1 1.95 

New London, CT, SUT 1 ,879. 8 1 

Madison, CT, CG 137.20 

Newington, CT, SUT 485.20 

Worcester, MA, SUT 207.96 

East Hartford, CT, SUT 121.82 

Bristol, CT, SUT 297.52 

Rocky HiU, CT, SUT 403.54 

Manchester, CT, CG 202.00 

Ansonia, CT, SUT 693.53 

Bridgeport, CT, SUT 1 ,626.83 

Cheshire, CT, SUT 100.47 

Hudson Falls, NY, CORP 429.10 

Agawam, MA, SUT 235.05 

New Canaan, CT, SUT 404.93 

Englewood, NJ, SUT 3,481.70 

Orange, CT, SUT 112.28 

Bloomfield, CT, SUT 616. 10 

New York, NY, CG 2,235.10 

Torrington, CT, CORP 296. 15 

Old Saybrook, CT, CG 142.80 

Stamford, CT, SUT 265.68 

New Haven, CT, SUT 412.94 

Maitland, FL, SUT 18,839.16 
New Haven, CT, MF SPEC FUEL 295.13 



3686946000 City Fuel Co., Inc. 

0904581000 Clover Corp. 

5461843000 Clover Development Group, Inc. 

4291050000 Club Car 

3180185650 Clulee, C. 

0750984000 Co Op Wholesale Distributor Comp. 

0454861 170 Cobbol, David A. & Claire M. 

1333437510 Coccoli, Vincenzo & Adelina 

4177978000 Collinsville Power Equipment Repair 

0812065000 Colonial Pharmacy of Savin Rock 

0813303000 Colony Lumber Co., Inc. 

5627633000 Comdisco Systems, Inc. 

3369709000 Commercial Carpet CORP. 

3583267000 Complan, Inc. 

4294344000 Compressed Air Systems of Conn, Inc. 

3734209000 Computer Technology Marketing, Inc. 

2277028000 Computerland Corp 

5741848000 Computerland National Accounts Corp 

4330049000 Conair Corporation 

0119545000 Concord Luncheonette 

0581637000 Conn Boiler Repair Mfg Co., Inc. 

0558239000 Conn. Spring Stamping Corporation 

5371943000 Connecticut Caring Services 

1002898730 Connecticut Energy Corp. 

4197422000 Connecticut Photo Blue, Inc. 

4620480000 Connecticut Tire & Wheel, Inc. 

4965031260 Conrads, R. 

7600050820 Continental Insurance Co. 

5060181000 Contract Maintenance Co. 

0454011670 Cooper, J. 

7777102498 Cooper, Sherman 

5600176000 Copa Cabana Cafe 

0472401870 Copeland, Charles R. & Marilyn 

5296066001 Copies Now 07 010 

4594024000 Cornerstone Builders, Inc. 

5669270000 Corporate Communicators 

5207360000 Corporate Controller Services 

1122021390 Corrado,F. 

2402196000 Corvette Center 

5745385000 Cos Cob Landscape 

4561254000 Cosmos Pizza Family Restaurant 

2925873000 Cost Plus Enterprises, Inc. 

0564567000 Country Club of Waterbury, Inc. 

4626180000 Answering Service Of Woodbury 

4300570000 Applied Professional Systems, Inc. 

3027174000 Arch Communications Corp. 

4661369000 Architecture & Asbestos, Inc. 

0485206580 Arco, J. 

2592996000 Armstrong, M. H. Hurlimann 

0490346050 Arnold, B. 

3778305000 Arnolds II 

0482421060 Arons, Marvin S. & Moira F. 

0667576000 Arrow Carpet Floor Covering, Inc. 

0933028000 Arrow Line, Inc., The 

CT, SUT 349.67 

527582 1000 Associated X Ray Supplies Corp. 

5692355000 At Your Service Landscaping 

2796944000 Atek Metals Center, Inc. 

1066398001 Atlantic Region 

2975910000 Atlantis 

2975910000 Atlantis 

0565119000 Atlas Oil Co. 

4588042290 Atteberry, J. 

2 166296000 Aubrey Thomas, Inc. 

3976065000 Auburn Merchandise Distributors 

New Haven, CT, MF GAS DIST 


East Hartford, CT, SUT 


Rocky Hill, CT, CORP 


Manchester, CT, SUT 


Wallingford, CT, CG 


Meriden, CT, GE 


Naugatuck, CT, CG 


Jupiter, FL, CG 


Collinsville, CT, SUT 


West Haven, CT, SUT 


Wallingford, CT, SUT 


Rosemont, IL, SUT 


Stamford, CT, SUT 


San Mateo, CA, SUT 


Waltham, MA, SUT 


Stamford, CT, CORP 


Pleasanton, CA, CORP 


Pleasanton, CA, SUT 


Edison, NJ, CORP 


West Hartford, CT, SUT 


West Hartford, CT, CORP 


Farmington, CT, SUT 


Madison, CT, SUT 


Bridgeport, CT.UNAUTH. INS 


Bridgeport, CT, CORP 


Danbury, CT, SUT 


Greenwich, CT, CG 


Cranbury, NJ, F&NR 


Shelton, CT, SUT 


West Haven, CT, CG 


Waterbury, CT, IU 


Bridgeport, CT, SUT 


Stamford, CT, CG 


Rocky Hill, CT, SUT 


MiUdale, CT, CORP 


Norwalk, CT, SUT 


Naugatuck, CT, SUT 


Greenwich, CT, CG 


Newington, CT, SUT 


Cos Cob, CT, SUT 


Norwalk, CT, SUT 


Stamford, CT, SUT 


Waterbury, CT, SUT 


Woodbury, CT, SUT 


East Hartford, CT, SUT 


Hartford, CT, BU 


Westport, CT, CORP 


Trumbull, CT, CG 


Greenwich, CT, SUT 


Abington, CT, CG 


Bridgeport, CT, SUT 


Woodbridge, CT, CG 


Bridgeport, CT, SUT 


East Hartford, CT, SUT 


Art Backstrom Carpet & UpholsteryWindsor, 

New Haven, CT, SUT 


Georgetown, CT, SUT 


Cininnati, OH, CORP 


Ft. Wayne, IN, SUT 


Branford, CT, SUT 


Branford, CT, SUT 


East Hartford, CT, SUT 


New Haven, CT, CG 


Hartsdale, NY, SUT 


Auburn, MA, GE 





Auto Repair Services, Inc. 

Fairfield, CT, SUT 



Auto World 

Torrington, CT, SUT 



Automated Fabricare Systems, Inc. 

Stamford, CT, SUT 



Automatic Cigarette Sales, Inc. 

Torrington, CT, SUT 



Avon Old Farms Motel 

Avon, CT, SUT 



Avon Old Farms Motel 

Avon, CT, RO 



B & M Painting Company 

Manchester, CT, SUT 



B A Southworth, Inc. 

Torrington, CT, SUT 



B S W, Inc. 

New Britain, CT, SUT 



Bahramina, Bijan & Bahin 

Meriden, CT, CG 



Baltimore Home Insulation, Inc. 

Baltimore, MD, SUT 



Bandag World Headquarters 

Muscatine, IA, SUT 



Bank St Pharmacy 

Granby, CT, SUT 



Banking Knowledge At Work, Inc. 

Manchester, NH, SUT 



Banks Design Associates, Ltd. 

Norwalk, CT, SUT 



Banksville Liquor Store 

Greenwich, CT, SUT 



Barber, W. 

Southbury, CT, CG 



Barkan Management Co., Inc. 

Chestnut Hill, MA, SUT 



Barker, H. 

Meriden, CT, CG 



Barnes & Noble Bookstores, Inc. NY 

New York, NY, SUT 



Barons Cafe 

Bridgeport, CT, SUT 



Bayer Cadillac Oldsmobile, Inc. 

South Norwalk, CT, SUT 



Bayne, S. 

Bristol, CT, CG 



Beckley Garden Inn Co. 

Berlin, CT, SUT 



Beckwith Equipment, Inc. 

North Haven, CT, SUT 




White Plains, NY, SUT 



Bee Leasing, Inc. 

Middletown, CT, SUT 



Beebe, Florence 

Norwich, CT, CG 



Belcher New England, Inc. 

Hasbrook Heights, NJ, GE 



Belcher, Benjamin M. Est. of 

Lakeville, CT, FID 



Bella Napoli Apizza 1 

Milford, CT, SUT 



Beloff s, Inc. 

Meriden, CT, SUT 



Benefit Concepts Of Conn, Inc. 

Glastonbury, CT, CORP 



Bennett, T. 

Bridgeport, CT, CG 



Berensons Hartford Jai Alai 

Hartford, CT, ADC 



Bernardino s Furniture Gifts 

Danbury, CT, SUT 



Bess Eaton Donuts Of Torrington 

Torrington, CT, SUT 



Answering Service Of Woodbury 

Woodbury, CT, SUT 



Applied Professional Systems, Inc. 

East Hartford, CT, SUT 



Arch Communications Corp. 

Hartford, CT, BU 



Architecture & Asbestos, Inc. 

Westport, CT, CORP 



Arco, J. 

Trumbull, CT, CG 



Armstrong, M. H. Hurlimann 

Greenwich, CT, SUT 



Arnold, B. 

Abington, CT, CG 



Arnolds II 

Bridgeport, CT, SUT 



Arons, Marvin S. & Moira F. 

Woodbridge, CT, CG 



Arrow Carpet Floor Covering, Inc. 

Bridgeport, CT, SUT 



Arrow Line, Inc., The 

East Hartford, CT, SUT 



Art Backstrom Carpet & Upholstery 

Windsor, CT, SUT 



Associated X Ray Supplies Corp. 

New Haven, CT, SUT 



At Your Service Landscaping 

Georgetown, CT, SUT 



Atek Metals Center, Inc. 

Cininnati, OH, CORP 



Atlantic Region 

Ft. Wayne, IN, SUT 




Branford, CT, SUT 




Branford, CT, SUT 



Atlas Oil Co. 

East Hartford, CT, SUT 



Atteberry, J. 

New Haven, CT, CG 



Aubrey Thomas, Inc. 

Hartsdale, NY, SUT 



Auburn Merchandise Distributors 

Auburn, MA, GE 



Auto Repair Services, Inc. 

Fairfield, CT, SUT 



Auto World 

Torrington, CT, SUT 



Automated Fabricare Systems, Inc. 

Stamford, CT, SUT 



Automatic Cigarette Sales, Inc. 

Torrington, CT, SUT 



Avon Old Farms Motel 

Avon, CT, SUT 



Avon Old Farms Motel 

Avon, CT, RO 



B & M Painting Company 

Manchester, CT, SUT 





B A South worth, Inc. 

Torrington, CT, SUT 



B S W, Inc. 

New Britain, CT, SUT 



Bahramina, Bijan & Bahin 

Meriden, CT, CG 



Baltimore Home Insulation, Inc. 

Baltimore, MD, SUT 



Bandag World Headquarters 

Muscatine, IA, SUT 



Bank St Pharmacy 

Granby, CT, SUT 



Banking Knowledge At Work, Inc. 

Manchester, NH, SUT 



Banks Design Associates, Ltd. 

Norwalk, CT, SUT 



Banksville Liquor Store 

Greenwich, CT, SUT 



Barber, W. 

Southbury, CT, CG 



Barkan Management Co., Inc. 

Chestnut Hill, MA, SUT 



Barker, H. 

Meriden, CT, CG 



Barnes & Noble Bookstores, Inc. NY 

New York, NY, SUT 



Barons Cafe 

Bridgeport, CT, SUT 



Bayer Cadillac Oldsmobile, Inc. 

South Norwalk, CT, SUT 



Bayne, S. 

Bristol, CT, CG 



Beckley Garden Inn Co. 

Berlin, CT, SUT 



Beckwith Equipment, Inc. 

North Haven, CT, SUT 




White Plains, NY, SUT 



Bee Leasing, Inc. 

Middletown, CT, SUT 



Beebe, Florence 

Norwich, CT, CG 



Belcher New England, Inc. 

Hasbrook Heights, NJ, GE 



Belcher, Benjamin M. Est. of 

Lakeville, CT, FID 



Bella Napoli Apizza 1 

Milford, CT, SUT 



Beloff s, Inc. 

Meriden, CT, SUT 



Benefit Concepts Of Conn, Inc. 

Glastonbury, CT, CORP 



Bennett, T. 

Bridgeport, CT, CG 



Berensons Hartford Jai Alai 

Hartford, CT, ADC 



Bernardino s Furniture Gifts 

Danbury, CT, SUT 

• 261.62 


Bess Eaton Donuts Of Torrington 

Torrington, CT, SUT 



Cyclo Automotive Products, Inc. 

Elkhart, IN, GE 



Country Hands 

Guilford, CT, SUT 



Country Kettle 

Woodbury, CT, SUT 



Craftmatic Bed Co. 

Brookline, MA, SUT 



Craig Envelope Corporation 

Stamford, CT, SUT 



Crane, M. 

New York, NY, CG 



Creaser, C. 

Clinton, CT, CG 



Crickets Hallmark 

Milford, CT, SUT 



Cromwell Square Liquors 

Cromwell, CT, SUT 



Crow TerwiUiger Management, Inc. 

Atlanta, GA, SUT 



Crown Life Insurance Co. 

Toronto, CANADA, F&NR 



Crown Oriental Rugs, Inc. 

Westport, CT, SUT 



Crutch MacDonald, Inc. 

Litchfield, CT, SUT 



Cuno Incorporated 

Meriden, CT, SUT 



Cup O Sun 

Storrs, CT, SUT 



Cupid Diaper Service, Inc. 

East Hartford, CT, SUT 



Cusano Catering 

Hamden, CT, SUT 



Custom Sewing Decorating 

Lakeville, CT, SUT 



Cycle Performance, Inc. 

Torrington, CT, SUT 



D L Ryan Companies LTD 

Westport, CT, SUT 



D M C Construction Co., Inc. 

Manchester, CT, SUT 



Daddios New Auto Parts, Inc. 

Seymour, CT, SUT 



Dagostino Bros. Foreign Car Service 

Stamford, CT, SUT 



Dakille Studios, Inc. 

New Britain, CT, SUT 



Damons Franchise Corporation 

Hilton Head, SC, CORP 



Danbury Yamaha Suzuki 

Danbury, CT, SUT 



Danco, Inc. 

Waterbury, CT, SUT 




Westerly, RI, SUT 



Dannys Drive In, Inc. 

Stratford, CT, SUT 



Dargie, S. 

Woodbridge, CT, CG 



Dasilva Associates, Inc. 

Ansonia, CT, SUT 



Data Systems Of Connecticut, Inc. 

Milford, CT, CORP 



Dataprep, Inc. 

Hartford, CT, SUT 



David Soda Dispensing Co. 

Forestville, CT, SUT 



David Systems, Inc. 

Sunnyvale, CA, SUT 




Stamford, CT, SUT 




5108147000 Davids Package Store 

3017654000 Davidson Chevrolet, Inc. 

7777104766 Davis, Aaron K. 

5414743000 Dayville Discount Liquor Mart, Inc. 

0450151700 Debari.S. 

4701496000 Delta Elevator Service Corporation 

0434490650 Deluca, M. 

3893955000 Denmark Lumber Corp. 

2931023070 Denton, W. 

3973054000 Derby Foods, Inc. 

0412876840 Deschino, L. 

0493054640 Destefano, A. 

0442242130 Devine, E. 

3245081000 Devon Foods, Inc. 

0564807001 Devore Bakery 

0564807000 Devore Baking Co., Inc. 

0495038490 DiMarco Michaelangelo & Carmela 

3784287000 Diagnostic Chemicals Limited 

2484442000 Dickison Rakaseder, Inc. 

4047577000 Digrazia Vineyards & Winery 

5186093000 Disc & Dat Compact Disc 

0748061000 Discount Liquors 

0422417100 Disesa, M. 

2240901000 Division St. Package Store 

9200000998 Doelger, F. Ill 

2372340000 Dom Dagostinos Nursery of Conn 

5427539000 Dominies 

0078352000 Doms Service Station 

2385409000 Don Aux Associates, Inc. 

0472699530 Donnelley, John 

0413209340 Donovan, A. 

5230438000 Dort Dore, Inc. 

3241619000 Doyle Painting & Wallcovering Co. 

1006519000 Dr John A Salius PC 

3482486000 Dressing With Confidence 

2605715000 Drug Copy Associates, Inc. 

0800961000 Dry Dock Restaurant, The 

3 187929000 Drywall Supply, Inc. 

1 027 804000 Dubeau & Ryan PC 

0599233000 Ducci Electrical Contractors, Inc. 

0284083000 Dudley and Beckwith 

0474690610 Duell, Josephine, S. 

4914586000 Dunhill Midatlantic Services, Inc. 

3552676000 Dunhill Personnel Services of Grea 

3552684000 Dunhill Temporary Services Of Grea 

3840790000 Dunkin Donuts 

3381266000 Dunkin Donuts 

0442689110 Dunlap, D. 

1405083190 Dunne, J. 

5291356000 Dupont Specialty Imaging Media, Inc. 

2994200000 Eagle Mart, Inc. 

3234747000 East Coast Towing Limited 

054 1 854000 East Haven Police Department 

5715495001 Executive Communications 

5132246000 East PBE, Inc. 

0661017600 Eastlake, Helen 

0757872000 Eastside Greenhouses, Inc. 

1279058000 Ecolochem, Inc. 

0606509000 Ed Mitchell, Inc. 

5134911000 Edge Group, Inc. 

5685904000 Edmond N. Zisook AIA & Assoc.. Inc. 

4802088000 Edward Don & Co. 

0070524000 Edward J Dillon Florist 

3853250400 Ehrhart, Robert J. & Charlotte D. 

290508 1 000 Electro Rent Corp. 

4763553000 Electrocal, Inc. 

Bloomfield, CT, SUT 303.01 

Canton, CT, CORP 957.60 

Bloomfield, CT, IU 120.00 

Dayville, CT, SUT 464.55 

Hartford, CT, CG 900.80 

Allston, MA, SUT 674.79 

North Haven, CT, CG 230.38 

Southington, CT, SUT 803.54 

Cheshire, CT, FID 925.00 

Ansonia, CT, SUT 651.56 

Woodbury, CT, CG 366.30 

Coventry, CT, CG 277.60 

Guilford, CT, CG 183.82 

Ansonia, CT, SUT 442.96 

Fairfield, CT, SUT 240.72 

Fairfield, CT, SUT 114.16 

Vernon, CT, CG 122.56 

Monroe, CT, CORP 1,319.80 

Westport, CT, SUT 336.15 

Brookfield Ctr, CT 236.23 

Stamford, CT, SUT 203.69 

Bridgeport, CT, SUT 818.57 

Stamford, CT, CG 412.70 

Danbury, CT, SUT 141.04 

Redding Ridge, CT, CON V 1 30.00 

Mahopac, NY, CORP 123. 10 

Windsor, CT, SUT 235.07 

Glenbrook, CT, SUT 183.13 

Hasbrouck Hgt., NJ, SUT 3 13.62 

Guilford, CT, CG 440.50 

West Hartford, CT, CG 3 16.90 

South Norwalk, CT, CORP 158.80 

Glastonbury, CT, SUT 428.53 

Enfield, CT, CORP 701.60 

West Hartford, CT, SUT 109.36 

Greenwich, CT, CORP 464.20 

Norwalk, CT, SUT 702.71 

Newtown, CT, SUT 768.83 

Rockville, CT, CORP 326. 10 

Torrington, CT, SUT 2,747. 13 

Guilford, CT, SUT 148.10 

Bridgeport, CT, CG 213.20 

Springfield, MA, SUT 278.24 

East Hartford, CT, SUT 335.74 

East Hartford, CT, SUT 3,480.06 

Warwick, RI, SUT 217.86 

Warwick, RI, SUT 261.83 

Middletown, CT, CG 811.51 

Shelton, CT, CG 132.90 

Wilmington, DE, SUT 170.96 

Branford, CT, SUT 106.92 

Stamford, CT, SUT 192.22 

East Haven, CT, SUT 238..77 

Hartford, CT, SUT 133.95 

Newington, CT, SUT 1,217.02 

Avon, CT, CG 388.90 

Ansonia, CT, SUT 428.80 

Norfolk, VA, CORP 1,149.10 

Westport, CT, SUT 5,43 1.78 

Woodbury, CT, SUT 455.15 

Chicago, IL, SUT 129.34 

North Riverside, IL, SUT 1,040.56 

Stratford, CT, SUT 258.50 

Guilford, CT, CG 360.74 

Van Nuys, CA, SUT 354.92 

South Windsor, CT, CORP 10,097.80 




Elephants Trunk Of Milford 

Milford, CT, SUT 



Ellsworth, William S. & Nancy G. 

Westport, CT, CG 



Elm St Foods, Inc. 

Ansonia, CT, SUT 



Ely, B. 

Norwalk, CT, IU 



Emerson Supply, Inc. 

Guilford, CT, SUT 



Encore Associates, Inc. 

Baton Rouge, LA, SUT 



Energy Investment, Inc. 

Boston, MA, SUT 



Entree Lu LTD 

Centerbrook, CT, SUT 



Eotec Corp. 

West Haven, CT, SUT 



Epstein, H. 

Fairfield, CT, CG 



Erics Package Store 

New London, CT, SUT 



Ethan Allen, Inc. 

Old Fort, NC, SUT 



Excel Placements, Inc. 

Stamford, CT, SUT 



F&L Car Wash, Inc. 

Hamden, CT, SUT 



FRW Maintenance Corporation 

Meriden, CT, SUT 



Fabco, Inc. 

Bridgeport, CT, SUT 



Faillaci, A. 

Stamford, CT, CG 



Fairfield County Sprinkler Co., Inc. 

Westport, CT, SUT 



Fairfield Outdoor Power Equipment 

Fairfield, CT, SUT 



Fairview Dairy 

Wallingford, CT, SUT 



Fairway Chrysler Plymouth, Inc. 

Hartford, CT, SUT 



Falcon Flight Center, Inc. 

Hartford, CT, SUT 



Falconer, D. 

Rowayton, CT, FID 



Family Britches 

Chappaqua, NY, SUT 



Family Photo 

Suffield, CT, SUT 



Family Video 

Bristol, CT, SUT 



Fanny Farmer Candy Shops 

Cleveland, OH, SUT 



Farmington Valley Temps 

Avon, CT, SUT 



Famham Sanitation Systems 

Branford, CT, SUT 



Faxon Engineering Co., Inc., The 

West Hartford, CT, SUT 



Federal Express Corp. 

Memphis, TN, BU 



Feinsons Mens Store, Inc. 

Danbury, CT, SUT 



Femanco Restaurant, Inc. 

Danbury, CT, SUT 



Ferris Architects, PC 

Southport, CT, SUT 



Fetting, M. 

Cos Cob, CT, CG 



Fidelity & Casualty Co. 

Cranbury, NJ, F&NR 



Field Club Of Greenwich 

Greenwich, CT, SUT 



Fields, B. 

Middlefield, CT, FID 



Fields, B. 

Middlefield, CT, FID 



Fiorello, S. 

Torrington, CT, CG 



Firehouse Deli Shelton Station 

Fairfield, CT, SUT 



First & Last Tavern 

West Hartford, CT, SUT 



Fish Tale, Inc. 

Westbrook, CT, SUT 



Fish Tale, Inc. 

Westbrook, CT, SUT 



Fisher, A. 

Killingworth, CT, CG 



Flinn, E. 

Pittsburgh, PA, CG 



Floor Shoppe, Inc. 

Bristol, CT, SUT 



Flooring Systems, Inc. 

Jessup, MD, SUT 



Florence Travis, Inc. 

West Hartford, CT, SUT 



Flower Farm 

Westport, CT, SUT 



Flow e ram a 

Danbury, CT, SUT 



Flynn Land Surveying Associates 

Berlin, CT, SUT 



Form Systems Unlimited 

Wallingford, CT, SUT 



Foskett Equipment, Inc. 

Woodstock, CT, SUT 



Four Star Food Corp. 

New Britain, CT, SUT 



Foxon Foods, Inc. 

Ansonia, CT, SUT 



Franciscan Graphics 

Meriden, CT, SUT 



Franco Giannis 

Trumbull, CT, SUT 



Franco, A. Jr. 

Groton, CT, CG 



Frank Frumento, Inc. 

West Haven, CT, CORP 



Franklin Impressions, Inc. 

Norwich, CT, SUT 



Fraser, J. 

Woodbridge, CT, CG 



Freeland, Donald E. & Geraldine M. 

W. Vancouver, Canada, CG 



Friendly Farms, Inc. 

Norwalk, CT, SUT 



Friends News & Variety 

Stratford, CT, SUT 



Frothingham, John L. & Laetitia S. 

New Canaan, CT, CG 




5677448000 Fuller, John W. 

0481012420 Fusick,M. 

4597191000 Future Shape International, Inc. 

5805494000 G & G Home Video Games, Inc. 

0568774000 G H Berlin Oil Co. 

5967674000 GRB Tree Cutters 

4390860000 GSC Computer Services, Inc. 

4610739000 GTE Spacenet Corporation 

0495695340 Gabriel, F. 

0430556560 Gaeta, L. 

0430556560 Gaeta, Lucille 

0434229210 Garbacik, H. 

3834512000 Gardens By Jeffrey Jones LTD 

5934740000 Gateway Tire Center, Inc. 

4652095000 Gaudreaus Marine, Inc. 

0401200640 Gelb, Helen 

5525779000 Genalco, Inc. 

4297909000 General Datacomm, Inc. 

056459 1 000 General Motor Service Truck Co. 

2182873000 General Services, Incorporated 

0564583000 George H Olson Steel Co. 

5059969000 Gerichs Service Station, Inc. 

4902672001 Getaway Cafe, The 

0513827490 Gewirtz, H. 

2454449030 Gibson, E. Sr. 

5677935000 Gilley Hinkel Architects 

4482899000 Giusti & Renshaw Construction Co. 

7777101803 Glastonbury Funeral Home 

2824761000 Glastonbury Tack Shop, Inc. 

0706382000 Glastonbury Town Pharmacy, Inc. 

4357869000 Glenfed Financial Corporation 

456099 1000 Glenn Reil Construction 

0557454000 Glenwood Lumber Co. 

5659 107000 Gold Band Corp. 

1013806170 Goldman, Lloyd M & Victoria A. 

0412226090 Goodin, A. 

1062412780 Gorner, G. 

9990101350 Goulias, John, Estate of 

5817416000 Grams Kitchen 

0443463950 Graskoski, W. 

3187176001 Grass Roots Antiques Warehouse 

5489554000 Grassman 

1 124767765 Great American Insurance Co 

5895958000 Greater Hartford Automobile Dealer's 

2332369000 Greenwich International Leasing 

0482453340 Greenwood, Herbert & Marion L. 

0796805000 Gregmans Jewelers, Inc. 

1012630490 Griffin, N. 

5677489000 Griss, Stephen L. 

4405056000 Gros ite Industries Div. 

0704783000 Groton Hamo, Inc. 

4727806000 Group Insurance Services, Inc. 

1022193000 Group W Satellite Communications 

373 1940000 Guardsmark, Inc. Eastern States 

0642667140 Guenter, R. 

0668863000 Guite Tool Co. 

5206222000 Gupta Technologies, Inc. 

0461881690 Gustin, Joseph J. & Dolores K. 

537251 1000 Gustomar Co., Inc. 

5563713000 H & A Mendes Cleaning Service 

4033452000 H & S Associates LTD 

4293 130000 H B Lanyon & Sons, Inc. 

0755058000 H H Holcomb Electrical, Inc. 

5822259000 H J Elias & Associates 

5147418000 H P Engineering Consulting Engineers 

4312930000 HHMOB Corp. 

Georgetown, CT, SUT 227.62 

Windsor Locks, CT, CG 2 16.50 

East Lyme, CT, SUT 6,00 1 . 89 

New York, NY, SUT 1,231.06 

Hartford, CT, SUT 934.81 

Meriden, CT, SUT 327.18 

Newtown, CT, SUT 150.10 

McLean, VA, SUT 136.51 

Cookeville, TN, CG 174.60 

Ridgefield, CT, CG 129.80 

New Haven, CT, CG 3,831.90 

Southington, CT, CG 294.70 

Wilton, CT, SUT 690.12 

Norwalk, CT, SUT 191.81 

South Meriden, CT, SUT 525.16 

Trumbull, CT, CG 681.54 

Needham, MA, SUT 738.20 

Middlebury, CT, SUT 4,664.63 

Fairfield, CT, SUT 3,449.94 

Manchester, CT, SUT 599.45 

Stratford, CT, CORP 4,066.60 

Manchester, CT, CORP 219.10 

South Windsor, CT, SUT 570. 1 3 

Greenwich, CT, CG 281.40 

Pinepluff, NC, CG 271.56 

New Britain, CT, SUT 441.63 

New London, CT, SUT 199.80 

Glastonbury, CT, IU 159.82 

Glastonbury, CT, SUT 100.22 

Glastonbury, CT, SUT 810.83 

Dallas, TX, CORP 639.80 

North Stonington, CT, SUT 336.03 

Bridgeport, CT, SUT 859.22 

Cos Cob, CT, SUT 294.26 

Westport, CT, CG 274.49 

Coventry, CT, CG 1,303.96 

Hamden, CT, CG 610.30 

Wethersfield, CT, FID 807.28 

Cromwell, CT, SUT 278.91 

Marlbough, CT, CG 149.90 

Woodbury, CT, SUT 350.00 

Kensington, CT, SUT 1 16.00 

Cincinnati, OH, F&NR 8,242.84 

Hartford, CT, SUT 506.83 

Greenwich, CT, SUT 804.98 

East Hartford, CT, CG 159.00 

Cheshire, CT, SUT 356.49 

Tucson, AZ, CG 566.30 

Bethel, CT, SUT 761.76 

Farmington, CT, SUT 1,714.33 

North Haven, CT, SUT 1,075.83 

Waterbury, CT, CORP 173.50 

Stamford, CT, SUT 2,711.38 

Memphis, TN, BU 1,802.17 

West Hartford, CT, CG 236.10 

Rocky Hill, CT, CORP 975.30 

Menlo Park, CA, SUT 1 19.40 

Newington, CT, CG 498.42 

Danbury, CT, SUT 211.95 

Hartford, CT, SUT 1,358.31 

Wethersfield, CT, SUT 2 16.39 

Stamford, CT, SUT 724.20 

Newington, CT, SUT 1,149.01 

Stratford, CT, SUT 556.80 

Hamden, CT, SUT 761.76 

Hartford, CT, BU 150.00 



5850854000 Hair Plus Beauty Supply, Inc. 

0553028690 Hajek, Joseph & Cicily 

4727533000 Hallam Design, Inc. 

0470944480 Hamilton, G. 

4703583000 Hamlet Hill Vineyards 

5004957000 Harbor Motors, Inc. 

1 119635000 Harness Horsemen International 

0824680000 Hamo East Lyme, Inc. 

2442804000 Hamo KiUingly, Inc. 

4066494000 Hamo Lisbon, Inc. 

0787267000 Hamo Montville, Inc. 

0818245000 Hamo Mystic, Inc. 

2853489000 Hamo New London II, Inc. 

2107571000 Hamo Norwich II, Inc. 

0703249000 Hamo Norwich, Inc. 

3647955002 Hamo of Brooklyn McDonalds 

364 7 955003 Hamo of Ledyard McDonalds 

3647955000 Hamo of Niantic McDonalds 

3647955001 Hamo of North Stonington 
0455445830 Haynes, Edwin G. & Mary A. 
4501 102000 Harris Automotive, Inc. 
0738088000 Harrison Inn 

06047 1 0000 Harry L. Thomas , Inc. 

1041862000 Hartford Hospital Abulatory Labor 

4312914000 Hartford Hospital Real Estate Corp. 

0877761001 Hartford Provision Co., The 

0484020470 Hartwell, P. 

4232880000 Hawkes Tree Service 

5638382000 Hawks Getty 

5037015000 Heating 

5462247000 Hemlo Maren Corp. 

5487517730 Heynen Engineers 

4950903000 High Ridge Copy, Inc. 

5427 1 17000 High Ridge Marble & Tile, Inc. 

0590505000 Highfield, Inc. 

5614680765 Highlands Insurance Co. 

0992424210 Hirshhorn, G. 

0574822000 Hitchcock Gas Engine Co. 

0875344000 Hodes supply, Inc. 

5888714000 Hoffmann Associates 

5820840000 Hogg, R. Willard 

0403633300 Holt, G. 

5842083000 Home Maintenance Co. 

2953792000 Honda of New Milford 

5430327000 Hospitality Equity Investors, Inc. 

5430327000 Hospitality Equity Investors, Inc. 

5430327000 Hospitality Equity Investors, Inc. 

469 1374000 Hot Wheels Auto Sales of East Htfd 

0563395000 Hotel St George, Inc. 

0563395000 Hotel St George, Inc. 

4816070000 Hu Nan Wok 

5573761000 Hummer Industries, Inc. 

0251082000 Hungry Mouse 

2766228000 Hunter Electric 

0332031290 Hyde, A. 

5369616000 I Can't Believe It's Yogurt 

5369616002 I Can't Believe It's Yogurt 

5957592000 I Can't Believe Its Yogurt 

4062709002 I Natural Cosmetics 

5762034000 ISO Telecommunications, Inc. 

0443280710 Iacobucci.A. 

0823 187000 Ice Cream Scene, Inc. 

3547007000 Images 

5895263000 Imbimbo Quigley Landscape Architec 

3922820000 Imbrognos Rugs & Remnants, Inc. 

2872836000 Imperial Spring Co., Inc. 

Bridgeport, CT, SUT 3 82.20 

Sharon, CT, CG 100.50 

Ridgefield, CT, SUT 253.91 

West Hartford, CT, CG 111 .63 

Pomfret, CT, SUT 120.16 

Old Saybrook, CT, SUT 1 ,779.87 

Rocky Hill, CT, CORP 295.00 

North Haven, CT, SUT 590.20 

North Haven, CT, SUT 848.77 

North Haven, CT, SUT 786.95 

North Haven, CT, SUT 682.79 

North Haven, CT, SUT 1,084.37 

North Haven, CT, SUT 1 ,039.90 

North Haven, CT, SUT 816.34 

North Haven, CT, SUT 1 ,095.75 

North Haven, CT, SUT 832.58 

North Haven, CT, SUT 7 1 8.30 

North Haven, CT, SUT 481.10 

North Haven, CT, SUT 813.891 

Lecanto, FL, CG 394.35 

New Milford, CT, SUT 541.78 

Southbury, CT, RO 4,007. 1 1 

Stamford, CT, SUT 532.25 

Hartford, CT, BU 5,429.59 

Hartford, CT, BU 586.62 

Bristol, CT, SUT 563.75 

Wilton, CT, CG 178.25 

Tolland, CT, SUT 155.29 

Hartford, CT, SUT 240.64 

Norfolk, CT, SUT 164.31 

Redding, CT, CORP 502.50 

Guilford, CT, UNAUTH INS. 106.00 

Stamford, CT, SUT 696.00 

Stamford, CT, SUT 765.04 

Middlebury, CT, CORP 540. 10 

Houston, TX, F&NR 761.54 

Stamford, CT, CG 5,256.50 

Bridgeport, CT, SUT 274.55 

Cheshire, CT, SUT 217.36 

Stamford, CT, SUT 128.00 

Southbury, CT, SUT 117.20 

Redding, CT, CG 117.40 

Staffordville, CT, SUT 102.34 

New Milford, CT, SUT 3 12.57 

Danbury, CT, SUT 2,064.55 

Danbury, CT, ADC 148.65 

Danbury, CT, RO 2,573.18 

East Hartford, CT, SUT 1,447.28 

Monroe, CT, SUT 650.00 

Monroe, CT,RO 1,231.72 

Danbury, CT, SUT 156.46 

Cleveland, OH, SUT 633.04 

Bridgeport, CT, SUT 121.10 

New London, CT, SUT 1 14. 14 

Newtown, CT, CG 1,109.50 

Fairfield, CT, SUT 778.60 

Fairfield, CT, SUT 640.67 

Naugatuck, CT, SUT 154.22 

Gales Ferry, CT, SUT 155.81 

New York, NY, SUT 1 ,948.06 

East Hartford, CT, CG 108.80 

Farmington, CT, SUT 108.43 

South Norwalk, CT, SUT 269.79 

Dobbs Ferry, NY, SUT 424.90 

Greenwich, CT, SUT 178.77 

Milldale, CT, CORP 658.80 



0605774000 Imported Cars of Greenwich 

0644799000 Imported Cars of Greenwich 

3520582000 In Dees Image 

0730069000 Infante D Henrique Portuguese Amer 

278993 1000 Information Processing Systems, Inc. 

3043767000 Inside Out, Inc. 

5125950000 Insul Sash Manufacturing Co 

2812055000 Inter State Ford Truck Sales, Inc. 

0734335000 Interior Designs, Inc. 

0892281000 Interior Planners, Inc. 

6011191000 Interstate Cleaning Corporation 

3041605001 Intertec Design, Inc. 

7777786683 Irving, C. 

5604442000 Its A Party Incorporated 

0463476820 Ivan, S. 

5239546000 J & B Associates 

00967 1 9000 J & E Cordial Shop 

4367561000 J C Convenience Store 

5124714000 J Copperfield LTD Of Rocky Hill 

3536042000 J Copperfield LTD Of Vernon, Inc. 

1265578000 J J Gregory Son, Inc. 

2961811000 J P Person Enterprises, Inc. 

4929980000 J R Janitorial 

2510337000 J Yusuf Essack MD PC 

5367107000 JBS Associates 

0614610000 JHT 

4060976000 Jacobsen Wood Working Co., Inc. 

3423712000 Jaeger Sportswear, LTd. 

3845422850 Jamerson, Bruce A. 

0736645000 James Camera, Inc. 

5191101000 James River II, Inc. 

2591436000 Janet Dresdens Incredible Edibles 

3693173000 Janeves 

5463567000 Jardiniere 

227381 1000 Jean Hutchinson Greenwich, Inc. 

0474425520 Jenkins, Deborah Dunlap 

0738872000 Jenni S, Inc. 

5212709000 Jillians, Inc. 

481 1048000 Jims Lawn Care, Inc. 

3245248000 John C. Britz, DDS, PC 

2829901000 John Watts Associates, Inc. 

4065785000 Johns Pizza 

5743596000 Johnson, Charles F. 

0470797280 Johnson, Viola V., Est. of 

5 1 1 8724000 Johnstone Yachts, Inc. 

4748661000 Johnston Agency, Inc. 

0102392000 Judds Quality Flowers 

2634780000 Judy Zagoren Catering, Inc. 

2286284000 K L C, Inc. 

4390639000 K N Barber Appliances, Inc. 

2708725000 KCR Technology, Inc. 

0403821930 Kabler, Elizabeth R. 

0481895080 Kaczmarcyk, Elizabeth 

0492622930 Kaczmarek, Joseph & Helen 

1283889980 Kaletsch, K. 

1283889980 Kaletsch, K. 

2582377000 Kamei USA, Inc. 

5614946765 Kansas City Fire Insurance Co. 

4625349000 Kaps Food Mart 

2408375000 Karam Corporation 

0452884770 Karp, Max, Est. of 

0460317180 Kashman,M. 

2896637000 Kathleen C Marr Interiors 

3284486000 Kathy Johns 

4438271000 Katy Flynn Ltd. 

0585653000 Kawie Supply Co., Inc. 

Greenwich, CT, SUT 2,122.33 

Greenwich, CT, SUT 5,510.46 

Cheshire, CT, SUT 1 14.51 

New Haven, CT, SUT 100.08 

Hackensack, NJ, SUT 605.51 

Ridgefield, CT, CORP 296.86 

Newington, CT, CORP 306.90 

Hartford, CT, SUT 7,185.10 

Bridgeport, CT, CORP 106.50 

Westport, CT, SUT 1,073.60 

St. Louis, MO, SUT 127.03 

Cherry Hill, NJ, SUT 5,906.80 

Essex, CT, IU 303.75 

Westport, CT, SUT 317.67 

Norwalk, CT, CG 209.10 

Southington, CT, SUT 163.68 

Simsbury, CT, SUT 447.86 

Jewett City, CT, SUT 1 34.40 

Rocky Hill, CT, SUT 1,098.81 

Vernon, CT, SUT 1,018.92 

East Providence, RI, SUT 560.19 

Bridgeport, CT, SUT 1,781.22 

Norwich, CT, SUT 218.19 

Manchester, CT, CORP 177.60 

Middletown, CT, SUT 500.48 

Enfield, CT, CORP 369.80 

Greenwich, CT, SUT 1 ,950.58 

Carlstadt, NJ, SUT 587.53 

Greenwich, CT, CG 238.80 

New Haven, CT, SUT 148.91 

Richmond, VA, CORP 5,410.00 

Stamford, CT, SUT 375.23 

Litchfield, CT, SUT 416.76 

Greenwich, CT, SUT 143.53 

Woodbury, CT, SUT 406.77 

Shelton, CT, CG 151.90 

Ridgefield, CT, SUT 387.41 

Bristol, CT, SUT 5,185.50 

Southington, CT, SUT 393.40 

Stratford, CT, CORP 373.40 

Hartford, CT, SUT 3,360.59 

Stamford, CT, SUT 121.60 

Wilton, CT, SUT 291.30 

Stratford, CT, FID 577.70 

Stonington, CT, SUT 684.56 

Greenwich, CT, SUT 260.00 

Danbury, CT, SUT 311.28 

Simsbury, CT, SUT 567.26 

West Hartford, CT, SUT 11,451.13 

Mystic, CT, SUT 741.17 

East Hartford, CT, SUT 4,35 1 .34 

New York, NY, CG 183.20 

Torrington, CT, CG 284.20 

Hartford, CT, CG 264.20 

West Cornwall, CT, CG 1 ,698.30 

West Cornwall, CT, CG 1 ,698.30 

North Haven, CT, CORP 1,025.10 

Cranbury, NJ, F&NR 1,066.80 

North Haven, CT, SUT 178.47 

Waterbu ry , CT, CORP 1 25. 80 

Manchester, CT, FID 284.98 

West Hartford, CT, CG 507.90 

West Hartford, CT, SUT 546.14 

Storrs, CT, SUT 380.62 

Essex, CT, SUT 165.46 

East Hartford, CT, SUT 389.42 




Kays Seafood, Inc. 

West Hartford, CT, SUT 



Keane, J. 

Trumbull, CT, CG 



Kearney Trecker Corporation 

West Allis,WI, SUT 



Keiths Appliance 

Jewett City, CT, SUT 



Kelvan International 

Stamford, CT, SUT 



Kemp, Arthur W & Elizabeth W 

Wallingford, CT, CG 



Kemper Management Services 

Glastonbury, CT, SUT 



Kendall McGaw Laboratories, Inc. 

Santa Ana, CA, CORP 



Kent Business Systems 

Glastonbury, CT, SUT 



Kentucky Fried Chicken 

Stamford, CT, SUT 



Key Loc Homes 

Suncook, NH, SUT 



Kimberly Foods, Inc. 

Ansonia, CT, SUT 



Kimmich, F. 

Norwalk, CT, CG 



King, A. 

Springvalle, NY, IU 



Kirwan Maintenance Cleaning Servic 

Darien, CT, SUT 



Klein, N. 

Storrs, CT, CG 



Kloter Farms, Inc. 

Ellington, CT, SUT 



Knoche, C. 

Ridgefield, CT, IU 



Knowles Leasing Corp. 

Schiller Park, IL, CORP 



Kocian, Eleanor, Est of 

Norwalk, CT, FID 



Koenig Art Emporium 

Greenwich, CT, SUT 



Kozlowski, J. 

New Canaan, CT, CG 



Krajack Tank Lines, Inc. 

Keasbey, NJ, MC 



Krug, G. 

New York, NY, CG 



L & I, Inc. 

Cheshire, CT, SUT 



LED Tool Co. 

Enfield, CT, SUT 



LDI Corporation 

East Hartford, CT, SUT 



LMJ Management Consulting, Inc. 

West Hartford, CT, CORP 



LSGE Advertising, Inc. 

Avon, CT, SUT 



Langley Corp. 

Medford, MA, SUT 



Lanny Nagler Photography 

Windsor, CT, SUT 



Lannys Place, Inc. 

East Haven, CT, SUT 



Lappell, A. 

Stratford, CT, CG 



Larrys Florist and Greenhouses 

Stratford, CT, SUT 



Laser Graphics 

West Haven, CT, SUT 



Laser Prep, Inc. 

New York, NY, SUT 



Last Word, Inc. 

New Canaan, CT, SUT 



Lauros Hallmark 

New Canaan, CT, SUT 



Lawlor Cleaning And Maintenance 

Newington, CT, SUT 



Lawn Doctor of Stamford 

Stamford, CT, SUT 



Lawson Products, Inc. 

Fairfield, NJ, SUT 



Leasetex Systems 

Cincinnati, OH, SUT 



Lechonera La Caguena 

Bridgeport, CT, SUT 



Leeds, G. 

Wilton, CT, CG 



Leesville Spirit Shoppe 

Moodus, CT, SUT 



Lehmann, J. 

Hamden, CT, FID 



Len Whalley Roofing & Plumbing 

Woodbridge, CT, SUT 



Lenny Feldsteins TV Service 

Enfield, CT, SUT 



Lepore, Alfonse N. 

Canton, CT, CG 



Lemer Von Buelow, Inc. 

Massapequa, NY, SUT 



Levasseur, L. 

Woodbury, CT, CG 



Levasseur, R. 

Waterbury, CT, FID 



Lexington Caterers 

Niantic, CT, SUT 



Liberty Plumbing Supply Co. 

Bridgeport, CT, SUT 



Licht, L. 

North Haven, CT, CG 



Liedtka Trucking, Inc. 

Trenton, NJ, MC 



Liemmie, Anthony R. & Judith 

Wallingford, CT, CG 



Lilly, John P. 

Milford, CT, IU 



Line Systems Corp. 

Bloomfield, CT, SUT 



Lincoln National Life Ins. Co. 

Fort Wayne, IN, F&NR 



Linden Motor Freight Co., Inc. 

Linden, NJ, MC 



Lindquist Supply Co. 

Bridgeport, CT, SUT 



Lisbon Furniture Appliance 

Hartford, CT, SUT 



Little, William 

West Redding, CT, IU 



Livaich, A. 

Wethersfield, CT, CG 



Living Word, Inc. 

Danbury, CT, SUT 




1 005545000 Lockwood Greene Eng. , Inc. 

0471046330 Lombard!, M. 

3493608000 Longobardi Fuel Oil Co., Inc. 

0451261920 Lotstein, Jack & Dorthy N. 

4868782000 Lotus Garden 

0589499001 Louis Package Store 

7787704324 Lowenthal, M. 

0204278850 Lucas, Thomas E. 

0702530000 Lucy Baltzell Shop of West Hartford 

0702530000 Lucy Baltzell of New Haven, Inc. 

541 1 186000 Luigis Italian Restaurant, Inc. 

0482844140 Lupone, S. 

0722 124000 Luster On Products, Inc. 

3015088000 Lyons II Warehouse Fabrics 

0641746000 M & E Ford Sales, Inc. 

0560748000 M Gottfried, Inc. 

0059816000 M M Oil Service 

5023551000 MP Enterprises 

5177951000 MJ's Eats Sweets & Treats 

5827647000 MK Morton Interiors 

5858568000 MMI Investigative & Protective Serv 

5 189337000 MacNeal Schwendler Corp. 

078729 1000 Macri Refirgeration Appliance Ser. 

7777106606 Macveety, Robert 

0654046000 Magic Minit Car Wash, Inc. 

0522920000 Mahalick Corporation 

5819735000 Main Street Wine Merchnts 

0687202000 Major Machinery Corp. (Audit) 

0687202000 Major Machinery Corp. (Late Filing) 

0751958001 Male Image, Inc. 

0482619660 Mallick.A. 

2809424000 Mamouns Falafel Restaurant 

0481610110 Manager, Thomas G. & Pearl T. 

4464426000 Manchester Equipment Rental & Sale 

0560847000 Mantilia Motors, Inc. 

4422424000 Mar Ines Boutique, Inc. 

1 187475000 Marck Express 

1461813190 Maresca,N. 

0484039810 Margison,D. 

0402426080 Marinone, Patricia 

5797501000 Mario Arena & Sons, Inc. 

2112886000 Mark Deangelis Ramar Co., Inc. 

3 122298000 Marketing Sciences, Inc. 

3127552000 Marlborough Pizza 

4973483000 Marley Company 

3003100001 Marsh & McLennan Inc. 

4165221220 Marsh, J. 

3 105897000 Marshal Graphics, Inc. 

564582061 Marshall, James L. 

0405493920 Marshall, William A. & Kimberly A. 

569941 8000 Marshview Motors, Inc. 

0979484001 Martin E Segal Company 

0512194000 Martindale Hubbell, Inc. 

3276058720 Martinez, R. 

3213717000 Martinos Service Station, Inc. 

4344801120 Martise, J. 

2551810000 Marty Browns Wine Spirit Shoppe 

5818844000 Marty Shoes, Inc. 

3863610000 Mary Jane Denzer, Inc. 

5974647000 Masella, Tommaso 

5417704000 Master Engraving & Printery 

0465839500 Masthay, A. 

2721926000 Matthews Thompson Connell A Profes 

0692650270 Mazzella, F. 

5922828000 McBride Associates, Inc. 

0413687110 McCorrison, Roberic A. & Christine M. 

Spartanburg, SC, SUT 1,314.21 

Avon, CT, CG 185.30 

New Haven, CT, CORP 818.52 

Avon, CT, CG 254.60 

Fairfield, CT, SUT 158.60 

Weatogue, CT, SUT 303.15 

Stamford, CT, IU 761.25 

Stamford, CT, CG 145.80 

West hartford, CT, SUT 2,900.47 

Hamden, CT, SUT 1,457.27 

Wethersfield, CT, SUT 1,357.79 

Madison, CT, CG 321.20 

Springfield, MA, SUT 207.43 

Old Saybrook, CT, SUT 169.65 

Meriden, CT, SUT 9,708.14 

Glenbrook, CT, SUT 222.28 

Bolton, CT, MF 22,374.87 

Darien, CT, SUT 222.98 

West Hartford, CT, SUT 278.25 

Greenwich, CT, SUT 1 83.37 

Glastonbury, CT, SUT 345.28 

Los Angeles, CA, CORP 1,878.80 

Norwalk, CT, SUT 250.59 

Newburgh, NY, IU 1,136.09 

Enfield, CT, SUT 334.55 

Yonkers, NY, SUT 193.46 

Ridgefield, CT, SUT 216.72 

West Hartford, CT, SUT 3,181.27 

West Hartford, CT, SUT 3,407.40 

Hartford, CT, SUT 106.54 

Trumbull, CT, CG 364.40 

New Haven, CT, SUT 117.38 

Glastonbury, CT, CG 547.20 

Ellington, CT, SUT 1,511.70 

West Haven, CT, SUT 8,642.29 

Stamford, CT, SUT 235.82 

Cincinnati, OH, MC 161.38 

Hamden, CT, CG 539.10 

New York, CT, CG 115.00 

Windsor Locks , CT, CG 1 74.95 

Port Chester, NY, SUT 188.84 

Guilford, CT, SUT 348.75 

New Haven, CT, SUT 164.00 

Marlborough, CT, SUT 264.84 

Mission Woods, KS, SUT 188.58 

Stamford, CT, SUT 3,479.87 

Hartford, CT, CG 179.45 

Hartford, CT, SUT 1,596.73 

Norfolk, CT, CG 268.04 

Fairfield, CT, CG 255.58 

Madison, CT, SUT 130.40 

Farmington, CT, SUT 575.57 

New Providence, NJ, SUT 1 ,299.01 

New Orleans, LA, CG 547. 10 

West Haven, CT, SUT 102.26 

Old Greenwich, CT, CG 137.80 

Stamford, CT, SUT 264.60 

Secaucus, NJ, SUT 216.59 

Whiteplains, NY, SUT 398.46 

North Branford, CT, SUT 279.23 

Naugatuck, CT, SUT 198.82 

Southington, CT, CG 214.92 

New Haven, CT, SUT 1,194.23 

Cheshire, CT, CG 179.90 

Washington, D.C., SUT 773.84 

Hebron, CT, CG 130.30 



0563609020 McDermott, Richard G., Jr. & Laura 

2442796000 McDonalds 

2582245000 McDonalds Corporation 

0404642350 McKenna, David & Elizabeth 

0483829300 McKeon, Melinda, K. 

0072047050 McLaughlin, Thomas, Est of 

5294672410 McNeil, R. 

0453815960 Mccoy, B. 

1053619960 Mccoy, W. 

0622480000 Mcdonalds Restaurants Of Conn, Inc. 

5240064000 Mchab Electric Inc. 

7777100890 Mcnulty, J. 

0989095000 Meadows Manor 

0822288020 Meier, E. 

5348602000 Melard Technologies, Inc. 

0055806000 Melzen Tele Rad 

0485217840 Mendes, K. 

045 1260490 Merchant, Dorothy C. 

0577924000 Merit Metal Finishing Co., Inc. 

0411864400 Merriam,S. 

3516317000 Merritt Canteen, Inc. 

083 1206000 Merry Employment Group, Inc. 

5071287000 Metal Lubricants Co. 

3313292000 Meyer Warehouse Co. 

475601 1000 Michael & Dayn, Inc. 

1063646290 Michaels, Jon & Diane 

2988053000 Michener, Inc. 

4088159000 Micro Engineering Solutions, Inc. 

5661673000 Micro Training Plus 

4772737000 Micro Warehouse, Inc. 

2807204000 Micromedia Information Systems, Inc. 

2423853000 Microtech, Inc. 

2725 166000 Middletown Foods, Inc. 

053 1517000 Middletown, City of 

2744332000 Milford Jewelry Exchange 

5074489000 Millwork Shop at Cornwall Bridge 

3042272000 Minuteman Oil, Inc. 

0431250530 Misky, A. 

5300785000 Mississippi Valley Equipment Co. 

5 107 198000 Mitchell Street Motors, Inc. 

0780544000 Mix Match Painting Decorating 

0673707000 Modem Lumber Company, Inc. 

0790369670 Moffatt, R. 

0653782000 Mohawk Mt Ski Area, Inc. 

5575915000 Mohr Creative Group 

5027941000 Money Mailer of Connecticut 

3214665000 Monkey Bar 

5460555000 Morse Watchmans, Inc. 

4337929000 Motormen Haulage Corp 

3695632000 Mr Happys, Inc. 

3998309000 Mr. Shower Door, Inc. 

1258094000 Muncy Homes, Inc. 

5232624000 Municipal Software Systems, Inc. 

0423664380 Murphy, E. 

0800706110 Murphy, H. 

3541631240 Murphy, Phyllis 

0862458000 Mushroom Landscape Service, Inc. 

3212453000 Myco Tool & Manufacturing, Inc. 

2755163000 Myers Publishing Co., Inc. 

0599068000 Mystic Oil Company, Inc. 

0599068000 Mystic Oil Company, Inc. 

0306324000 Mystic Pewter Shop 

5717830000 Nadler Philopena & Associates 

4155206000 Nancy Sarra Smith Photography 

0501619000 Nat Audubon Soc Gmwch Audubon Nat 

5741061000 National Electrical Carbon Corp. 

Greenwich, CT, CG 369.50 

North Haven, CT, SUT 926.65 

Chicago, IL, CORP 2,719.70 

New Canaan, CT, CG 1 ,023.20 

Woodbury, CT, CG 353.00 

Coventry, CT, FID 104.90 

Weston, CT, CG 539.70 

Fairfield, CT, CG 502.10 

Old Greenwich, CT, CG 424.30 

Chicago, IL, SUT 6,034.10 

South Meriden, CT, SUT 145.06 

White Plains, NY, IU 157.33 

Toledo, OH, BU 8,481.63 

Ridgefield, CT, CG 361.50 

Yonkers, NY, BU 4,164.55 

Glastonbury, CT, SUT 494.45 

Green Farms, CT, CG 1,133.70 

Greenwich, CT, CG 726.70 

Bridgeport, CT, CORP 370.80 

New Haven, CT, CG 453.80 

Bridgeport, CT, SUT 445. 82 

Hartford, CT, SUT 927.85 

East Hartford, CT, SUT 590.45 

Bridgeport, CT, BU 1,200.00 

Groton, CT, SUT 1,053.52 

Greenwich, CT, CG 774. 10 

Southbury, CT, CORP 766.44 

Meriden, CT, SUT 1,225.06 

Norwalk, CT, SUT 271.63 

South Norwalk, CT, SUT 1,055.50 

Stamford, CT, SUT 507.63 

Cheshire, CT, CORP 1,178.80 

Ansonia, CT, SUT 577.77 

Middletown, CT, SUT 243.25 

Milford, CT, SUT 250.70 

Cornwall Bridge, CT, SUT 625.34 

West Hartford, CT, SUT 1 10. 17 

Canterbury, CT, CG 319.33 

St Louis, MO, CORP 221.90 

Groton, CT, SUT 218.94 

Monroe, CT, SUT 366.54 

Putnam, CT, SUT 550.56 

Fairfield, CT, CG 146.82 

Cornwall, CT, SUT 726.31 

Weston, CT, SUT 395.25 

Mt. Vemon, NY, SUT 122.38 

Ansonia, CT, SUT 115.16 

Waterbury, CT, SUT 234.59 

Lake Success, NY, MC 650.00 

Waterbury, CT, SUT 317.30 

Norwalk, CT, SUT 710.37 

Muncy, PA, SUT 442.86 

Croton On Hudson, NY, CORP 351.30 

Garden City, SC, CG 1 88.20 

Riverside, CT, CG 359.00 

Bantam, CT, CG 308.70 

Bloomfield, CT, CORP 1,040.80 

Vemon, CT, SUT 150.40 

Stamford, CT, SUT 417.90 

Mystic, CT, SPEC FUEL DISTR 420.86 

Mystic, CT, GAS DIST 9,324. 16 

Mystic, CT, SUT 243.95 

MT Kisco, NY, SUT 130.14 

Manchester, CT, SUT 1 1 8.65 

Greenwich, CT, SUT 1 88.03 

Greenville, SC, SUT 348.17 




Naugatuck Treatment Company 

Naugatuck, CT, SUT 



Neff, Jack & Barbara 

Greenwich, CT, CG 



Neporent, Anna 

West Hartford, CT, CG 



Netter, D. 

Greenwich, CT, CG 



Network Synergy Corp. 

Trumbull, CT, SUT 



New Canaan Window Washing 

New Canaan, CT, SUT 



New Columbia Joist Co. 

New Columbia, PA, SUT 



New England Business Forms, Inc. 

Bethel, CT, SUT 



New England Country Woodworking, Inc. 

Manchester, CT, SUT 



New England Dataform 

Stratford, CT, SUT 



New England Floor Covering, Inc. 

Yalesville, CT, SUT 



New England Systems, Inc. 

Ludlow, MA, SUT 



New Haven Donuts, Inc. 

Warwick, RI, SUT 



New Haven Tobacco Co. 

East Haven, CT, TOBACCO. DISTR 63 1 .72 


New Hermes, Inc. 

Norwalk, CT, SUT 



New Leaf Landscapes, Inc. 

Bloomfield, CT, SUT 



New Meriden Donuts, Inc. 

Warwick, RI, SUT 



New Milford Block & Supply Corp. 

New Milford, CT, SUT 



New Milford Car Wash, Inc. 

New Milford, CT, SUT 



New To You Ltd. 

Southbury, CT, SUT 



New York Carpet Distributors, Inc. 

Westport, CT, SUT 



New York Telephone Co. 

New York, NY, SUT 



Newtown Road Texaco 

Danbury, CT, SUT 



Nicks Pizza 

Stamford, CT, SUT 



Nilsson, P. 

Southington, CT, CG 



Nimick, K. 

Gales Ferry, CT, CG 



Noank Shipyard, Inc. 

Noank, CT, SUT 



Norconn Services Co of Enfield, Inc. 

Enfield, CT, SUT 



North American Bank & Trust Co. 

Waterbury, CT, SUT 



North American Housing Corp 

Point of Rocks, MD, SUT 



North American Ventures, Inc. 

Montvale, NJ, CORP 



Northern Connecticut Eye Assoc Pc 

Enfield, CT, CORP 



Northprint Corporation 

Cromwell, CT, SUT 



Northrop Yacht Sales 

Westport, CT, SUT 



Norwalk Glass Co., Inc., The 

Norwalk, CT, SUT 



Norwich Pathology Consultants PC 

Norwich, CT, CORP 



Nova Biomedical Corporation 

Waltham, MA, SUT 



Nukamm Engineering 

East Haddam, CT, SUT 



Nursery Estates, Inc. 

Norwalk, CT, CORP 



Nutmeg Auto Body & Sales 

East Hartford, CT, SUT 



Nutmeg Aviation, Inc. 

Orange, CT, SUT 



Nutmeg Gravel & Excavating, Inc. 

Franklin, CT, SUT 



Nutmeg Mechanical Services, Inc. 

Manchester, CT, SUT 



Nutmeg Theatre Circuit, Inc. 

New York, NY, CORP 



OFI, Inc. 

Newington, CT, SUT 



OTI Services, Inc. 

New York, NY, SUT 



Oaktree Farms LTD 

Norwich, CT, SUT 



Oken, J. 

Fairfield, CT, CG 



Old Wethersf ield Package Store 

Wethersfield, CT, SUT 



Olney Associates, Inc. 

Farmington, CT, SUT 



Omo Import Cars, Inc. 

Old Saybrook, CT, SUT 



One State Street Limited Partnership 

Hartford, CT, SUT 



One Stop Plumbing Supply, Inc. 

Stratford, CT, SUT 



One Way Fare, Inc. 

Simsbury, CT, SUT 



Opdyke Oil Co 

Bethel, CT, SUT 



Oprisch, J. 

Fairfield, CT, CG 



Orange Town Of 

Orange, CT, SUT 



Orems Diner Wilton, Inc. 

Wilton, CT, SUT 



Organize It, Inc. 

Norwalk, CT, SUT 



Oriental Rug Bazaar of Connecticut 

Canton, CT, SUT 




Greenwich, CT, CG 



Ortiz, H. 

Bridgeport, CT, CG 



Ott, M. 

Greenwich, CT, CG 



Oxford House Restaurant 

Oxford, CT, SUT 



Oxford Sales Service Company, The 

Hartford, CT, SUT 



P E Marketing, Inc. 

Stamford, CT, CORP 




0624080000 P Millo Son Supply Co. 

0788182000 PCS Corp. 

4507646000 PRK Associates 

4697595000 PWWT Corp 

5587246720 Pacioretty, R. 

2506913000 Palisade Market 

0696526001 Palmer Journal Register 

0806356000 Palmer Service Corp. 

2651112890 Palmer, M. 

1243063230 Palmer, M. 

3 10403 1000 Palmireri Auto Sales 

0672758000 Pantalena's Appliance Center 

3124227510 Panzer, H. 

2226330000 Par Inc of Connecticut 

5425541000 Paradise Pizza Restaurant 

2217487000 Paramount Liquors 

7777100379 Pare, M. 

0444015090 Parillo, Gregory & Elizabeth 

5425673000 Parker & Bonnell, Inc. 

5308176000 Parties, Inc. 

5737960000 Party Fixins Rent It Center 

0444017010 Partyka, J. 

5067574000 Pasadena Sash & Door, Inc. 

0430180310 Passero, Marino & Mollie K. 

3208840000 Patrissi Landscaping, Inc. 

3729035000 Pats Kountry Kitchen, Inc. 

3926029001 Pats Place 

5829916000 Paul Poellot Carpentry Contractor 

055 1 875320 Paul, Sarah, Est of 

4490520000 Pc Logic, Inc. 

488321 1000 Pechiney Sales Corp. 

056609 1 000 Peck Spring Co. 

4622437004 Perfect Party, Inc. 

0564040360 Perlah, L. 

0567412000 Perreault Spring Equipment, Inc. 

0567412000 Perreault Spring Equipment, Inc. 

049 1467220 Perruccio, Salvatore J. Est. of 

0803093730 Persico, C. 

0474453520 Persico, Mary L. 

5743810000 Pete Demarkey Landscaping Maint 

0667923000 Peter Paul Electronics Co., Inc. 

0413058770 Peterson, R. 

0432654790 Peterson, Rika 

0122473000 Petes Village Wines & Spirits 

2287095760 Petrey, James E. & Paula R., Jr. 

0903740000 Pharmacal Research Labortrs, Inc. 

078 1 85600 1 Pharmaceutical Research & Developm 

5569 124000 Phoenix Microsystems, Inc. 

5288675000 Picture Perfect Printing, Inc. 

4833232000 Pierlioni Welding 

3824802380 Pincus, Julie 

7777100824 Pintauro, K. 

2848323000 Piper Woodworking 

4699559000 Pit Stop Lube N Oil Center 

2730596000 Plante Construction Co., Inc. 

0493082050 Plasky, Richard & Judith 

0497958000 Polish National Home, Inc. 

5072830000 Polo Ralph Lauren Store 

5072830001 Polo Ralph Lauren Store 
0208645000 Post Road Office Equipment Co. 
3870375000 Post Software International, Inc. 
3706066002 Pottery Bam 

4408886000 Preferred Printing Services, Inc. 

0734194000 Premier Market Inc. Of Westport 

5640909000 Prescott Investors, Inc. 

2232593000 Pressmation, Inc. 

Bridgeport, CT, SUT 385.94 

West Hartford, CT, SUT 691.37 

West Hartford, CT, SUT 705.67 

Stamford, CT, CORP 232.50 

New Canaan, CT, CG 107.60 

Bridgeport, CT, SUT 113.91 

Palmer, MA, SUT 338.41 

Stamford, CT, SUT 2,483.22 

Highland, Beach, FL, CG 1 82.00 

Fairfield, CT, CG 264.70 

North Haven, CT, SUT 291.09 

Branford, CT, SUT 982.36 

Stamford, CT, CG 102.42 

Stratford, CT, SUT 1,032.61 

Stratford, CT, SUT 1,285.52 

New Haven, CT, SUT 133.91 

Marlborough, CT, IU 111.56 

Chester, VT, CG 532.80 

Westport, CT, SUT 803.70 

New London, CT, SUT 1 14.69 

Old Greenwich, CT, SUT 441.32 

Torrington, CT, CG 236.80 

Pasadena, TX, SUT 158.14 

Norwalk, CT, CG 1,098.36 

Windsor, CT, SUT 281.26 

Old Saybrook, CT, SUT 825.76 

West Haven, CT, SUT 229. 15 

New Fairfield, CT, SUT 139.86 

Fairfield, CT, FID 192.00 

Orange, CT, SUT 691.70 

Greenwich, CT, CORP 1 ,777. 10 

Plainville, CT, SUT 331.28 

Branford, CT, SUT 220.10 

Westport, CT, CG 163.31 

Waterbury, CT, SUT 368.97 

Waterbury, CT, SUT 548.07 

Middletown, CT, FID 1 ,527.40 

Greenwich, CT, CG 189.30 

Stamford, CT, CG 291.00 

Greenwich, CT, SUT 104.04 

New Britain, CT, CORP 1,811.90 

Stratford, CT, CG 213.20 

Newington, CT, CG 349.20 

Niantic, CT, SUT 486.86 

Lynchburg, VA, CG 201.27 

Naugatuck, CT, CORP 262.90 

Wallingford, CT, BU 6,679.27 

Huntsville, AL, SUT 104.51 

Norwalk, CT, SUT 274.29 

Wallingford, CT, SUT 222.64 

New Haven, CT, CG 559.69 

Darien,CT,IU 121.88 

New Britain, CT, SUT 100.86 

Uncasville, CT, SUT 222.00 

Huntington, CT, CORP 4,878.50 

Naugatuck, CT, CG 482.40 

hartford, CT, SUT 323.60 

Bloomfield, CT, SUT 466.47 

Bloomfield, CT, SUT 389.98 

Guilford, CT, SUT 213.28 

Wake Forest, NC, SUT 1 ,288.3 1 

San Francisco, CA, SUT 525.36 

South Windsor, CT, SUT 608.28 

Westport, CT, SUT 173.26 

Greenwich, CT, CORP 46,156.60 

Bloomfield, CT, SUT 393.22 



2344737000 Pride Corner Farms, Inc. 

3206802000 Pro R D N, Inc. 

3040359000 Professional Management Systems AN 

760002 1520 Provident Mutual Life Ins Co. 

0353835850 Puckett, Gary A. & Joyce 

4864278000 Puritan Stationery Store 

0413674480 Pyne, Marie, L. 

4469730000 Quality Inn Danbury 

4469730000 Quality Inn Danbury 

5457460001 Quality Personnel Services 

4272076000 R & C Leasing Corporation 

0839886000 R & R Electric, Inc. 

2567337000 R AD Oil Co., Inc. 

4463 154000 R C C Finance Group Ltd. 

4118501000 R T Coachworks 

0306324001 R. A. Georgetti & Co. 

275420 1 060 Ragnacci, Candace C. 

2185460000 Ragu Foods, Inc. 

5487947000 Rainbow Tools 

2646864340 Ramsey, P. 

4350856000 Rand Associates LTD 

5814157000 Raphael Marketing Communications 

4520342000 Rasamny International, Inc. 

3243524000 Rays Bicycle Shop 

0490522780 Read, H. 

3716313000 Record Town, Inc. 

1252075 140 Reeves, Harriet, M. 

3883862670 Regner, E. 

2616663720 Reichelt, D. 

0757609000 Reins, Inc. 

5053962000 Rental World, Inc. 

4887840000 Restaurant Berlrand, Inc. 

7777773620 Reuther, J. 

0632588000 Revco Service Station Supplies, Inc. 

0403894690 Rhew, E. 

4151916000 Rhoda Russota, Inc. 

2907657000 Richard F Beatson Associates, Inc. 

4781753000 Richards Fine Jewelers, Inc. 

0410199870 Richetello, F. 

1200568460 Richmond, Viola 

4350625000 Ristorante Faustini 

1253525000 Rite Aid Rome Distribution Center 

0808519016 Rite Way 14 

0808519015 Rite Way 7 

0603746000 Rite Way Sign, Inc. 

0808519014 Rite Way, Inc. 

4488607000 Riverside Insurance Associates, Inc. 

07827 1 4000 Ri zzo Pool Of Newington 

0782714001 Rizzo Pool Of Vernon 
1302877100 Roberts, A. 
0564153000 Roberts, Inc. 

0738997000 Rockville Memorial Nursing Home, Inc. 

0508929000 Rolling Hills Country Club, Inc. 

1254804000 Rollins Leasing Corp 

5816145000 Ropiak Productions 

3837952000 Rosa Construction, Inc. 

5587332000 Rowayton Pizza 

5456322000 Roy & Sons Auto Body, Inc. 

4283685001 Roy Rogers 

4439287000 Royal Car Wash, Inc. 

0320382000 Royal Guard Fish Chips 

4589438000 Royal Metals Corporation 

4685327000 Roys Oil Burner Service, Inc. 

0474494360 Royston, Christopher M. & Rebecca Y. 

5291778000 Rudys Pottery Mart Of Orange, Inc. 

1723809030 Runyan, R. 

Lebanon, CT, SUT 321.68 

Manchester, CT, SUT 108.50 

Guilford, CT, SUT 222.37 

Philadelphia, PA, F&NR 15,912.22 

Oakdale, CT, CG 270.02 

Darien, CT, SUT 164.62 

Meriden, CT, CG 171.90 

Danbury, CT, SUT 204.79 

Danbury, CT, RO 710.27 

Danbury, CT, SUT 789.75 

South Windsor, CT, SUT 1 3 1 .06 

New Haven, CT, CORP 975.20 

New Rochelle, NY, SUT 102.92 

Englewood Cliffs, NJ, SUT 127.23 

Manchester, CT, SUT 583.97 

Mystic, CT, SUT 812.69 

Salisbury, CT, CG 108.94 

Englewood Cliffs, NJ, SUT 123.67 

Windsor, CT, SUT 384.20 

Columbia, CT, CG 210.90 

Farmington, CT, SUT 242.51 

Simsbury, CT, SUT 171.92 

Danbury, CT, CORP 8,048.70 

New Haven, CT, SUT 109.85 

Westerly, RI, CG 267.58 

Albany, NY, SUT 8,949.11 

New Canaan, CT, CG 108.59 

Danbury, CT, CG 630.30 

West Haven, CT, CG 241.00 

Vernon, CT, CORP 285.30 

Bristol, CT, SUT 427.37 

Greenwich, CT, SUT 2,507.09 

South Norwalk, CT, IU 163.69 

East Haven, CT, SUT 227.73 

LakeviUe, CT, CG 421.90 

New Haven, CT, SUT 108.60 

Madison, CT, CORP 1 12.60 

Waterbury, CT, SUT 429. 10 

Milford, CT, CG 224.80 

Southport, CT, FID 1 ,020.26 

East Haven, CT, SUT 164.05 
Harrisburg, PA, TOBACCO DIST 449.29 

Waterbury, CT, SUT 206.91 

Waterbury, CT, SUT 209. 16 

Torrington, CT, SUT 160.78 

Waterbury, CT, SUT 344.55 

Westport, CT, CORP 1 ,374. 10 

Newington, CT, SUT 455.70 

Newington, CT, SUT 106.74 

Branford, CT, CG 439.80 

Greenwich, CT, SUT 1,177.40 

Hartford, CT, SUT 1,200.00 

Wilton, CT, SUT 851.74 

Wilmington, DE, MC 1 ,057.96 

Bridgeport, CT, SUT 112.00 

Middletown, CT, CORP 296.20 

Rowayton, CT, SUT 392.13 

Groton, CT, SUT 510.39 

Stamford, CT, SUT 1 1 ,638.06 

Hamden, CT, SUT 483.59 

Stamford, CT, SUT 220.16 

Stamford, CT, CORP 180.60 

South Glastonbury, CT, SUT 123.15 

New Haven, CT, CG 338.70 

Woodbridge, CT, SUT 352.51 

Cary, NC, CG 248.40 




SBB, Inc. 

Clinton, CT, CORP 



Saar, Shalom 

West Hartford, CT, SUT 



Sage, T. 

New Hartford, CT, CG 



Sager, G. 

Farmington, CT, CG 



Salatto Motor of Branford 

Branford, CT, SUT 



Salem 4 Comers Package Store 

Salem, CT, SUT 



Salisbury Bank Trust Co. 

Lakeville, CT, BU 



Samos Pizza Restaurant 

Milford, CT, SUT 



Sanders, Ross D. & Jeannette B. 

Stratford, CT, CG 



Sanitary Plumbing Supply, Inc. 

Bridgeport, CT, SUT 



Sante Faustinis Garden Restaurant 

Milford, CT, SUT 



Sargeant, N. 

Greenwich, CT, CG 



Saugatuck Shores Club, Inc. 

Saugatuck, CT, ADC 



Sav Rite Liquors 

Wallingford, CT, SUT 



Save Rite 

Rochester, NY, SUT 



Scarritt Spas & Hot Tubs 

Bristol, CT, SUT 



Schine, L. 

Westport, CT, FID 



Scholle Corporation 

Northlake, IL, GE 



School Pictures of New York, Inc. 

Owatonna, MN, CORP 



Schreiber, Carol 

New Haven, CT, SUT 



Schuster, Steven & Rosalind 

Colchester, CT, CG 



Scimore, F. 

Hamden, CT, CG 


5430053000 . 

Scotts Small Engine Service, Inc. 

Haddam, CT, SUT 



Seafarer Of Milford, Inc. 

Wallingford, CT, SUT 



Seafarer Of West Hartford, Inc. 

Wallingford, CT, SUT 



Seafarer, Inc. 

Wallingford, CT, SUT 



Security Pacific Credit Corp 

Thousand Oaks, CA, SUT 



Select Builder Products 

Darien, CT, SUT 



Sero Company, Inc. 

Branford, CT, SUT 



Servis, H. 

Hartford, CT, CG 



Sew What 

Belchertown, MA, SUT 



Sharpiro, L. 

Waterbury, CT, CG 



Sheard, Michael H. & Wendy W. S. 

Stony Creek, CT, CG 



Sheehy, W. 

Shelton, CT, CG 



Sheetz, Mark S. & Meryl 

Darien, CT, CG 



Sheldon Glass 

Lakeville, CT, SUT 



Shelton Auto Brokers LTD 

Shelton, CT, SUT 



Shelton Foods, Inc. 

Ansonia, CT, SUT 



Shepard Plumbing & Htg. Supply 

Rockville, CT, SUT 



Sheraton Stamford Gift & Tobacco S 

Stamford, CT, SUT 



Sherman Green Deli 

Fairfield, CT, SUT 



Sherwood Diner, Inc. 

Westport, CT, SUT 



Shippan Auto Body 

Stamford, CT, SUT 



Shokite, Richard & Ana 

Stratford, CT, CG 



Sibs Lawn Service 

Easton, CT, SUT 



Sichuan Pavilion Stamford 

Stamford, CT, SUT 



Sids Auto Sales Used Parts Co. 

Salem, CT, SUT 



Sids Auto Service, Inc. 

Bridgeport, CT, SUT 



Sifco Industries, Inc. 

Cleveland, OH, SUT 



Sign Stop 

Wallingford, CT, SUT 



Silverman, Irving & Rose L. 

Waterbury, CT, CG 



Simko, S. 

Stratford, CT, CG 



Singer, Steven B. 

Norwalk, CT, IU 



Sino-American Tradings, Inc. 

Ridgefield, CT, SUT 



Sir Speedy Printing Center 

Waterbury, CT, SUT 



Sir Speedy Printing Center 

Stamford, CT, SUT 



Sisson Avenue Shell 

West Hartford, CT, SUT 



Smirnoff, N. 

Fairfield, CT, FID 



Smith, David H. & Ann M. 

Westport, CT, CG 



Society For Savings 

Hartford, CT, SUT 



Sofia & Anne LTD 

Bethel, CT, CORP 



Somers Sanitation Service, Inc. 

East Windsor, CT, SUT 



Sommer Industries, Inc. 

New Canaan, CT, SUT 



Sonoco Products Co. 

Hartsville, SC, CORP 



South End Seaport Restaurant 

Hartford, CT, SUT 



Special Place 

East Windsor, CT, SUT 




3 134517000 Specialty Metal Fabrications, Inc. 

4348124000 Spectrum 

0601 161000 Spicer Fuel Co., Inc. 

0601 161000 Spicer Fuel Co., Inc. 

0601161000 Spicer Fuel Co., Inc. 

0771055000 Spigot Cafe 

008901 1000 Spinos TV Appliances 

3338373000 SportifLTD 

3422821000 Sportraits 

4806204000 Springdale Florists & Greenhouse 

050363 1000 Sprite Island Yacht Club 

5257 1 1 8000 Stables Restaurant 

275 1444000 Stafford Stationery, Inc. 

0270134050 Stahl, H. 

3992245000 Stamford Boats & Motors, Inc. 

0553487000 Standard Printing Co., Inc. 

5809918000 Stanley Steemers 

5312350000 Stateline Package Store 

0722850000 Stauffer Chemical Co. 

5235825000 Steilmann Stores, Inc. 

0757955000 Sterling Graphic Press, Inc. 

0801233000 Sterling Printery, Inc. 

4024014000 Steve Goldstein Precious Metals In 

3006202000 Steves Wines & Liquors 

5677828000 Stillman, William E. 

4054698000 Stone Container 

4598447000 Strawberry Park, Inc. 

583 1425000 Suburban Farmer Co. 

4608097001 Subway Store Twenty 

5620364000 Sunrise Restaurant 

3048 105000 Sunshine Cycle of Colchester, Inc. 

0508614000 Sunshine Technology Corp. 

5432034000 Super Systems, Inc. 

0603779000 Superior Sales Co., Inc. 

5553300000 Support Group, The 

3030907800 Swan, C. 

5322383000 Swedish Motor Works 

0072085470 Swify, H. 

3534469080 Swiggett, C. 

5366620000 Symbol Technologies, Inc. 

4245528000 Synanon Second Market, Inc. 

3255403000 Syracuse Supply Co., Inc. 

2528172000 Systems, Inc. 

08 1 6926000 T C Di stribution Company 

0734798000 T J Food Markets, Inc. 

5888326000 T K Auto Wholesalers 

0106237000 T L Lawn Service 

3686854000 TCI Engineering Service Div 

0740563000 Tab Products, Co. 

5630918000 Taft Restaurant 

4764858000 Talmadge Street, Inc. 

3 102308002 Tanner Companies, Inc. 

1373484440 Tansey, F. 

5768999000 Tashua Knolls Restaurant 

1 190775540 Taylor, N. 

4930830000 Teddy Bear Pools, Inc. 

2103406000 Telecomp, Inc. 

5182647000 Telematic Information Systems Inte 

2123823420 Thomas, L. 

0462629950 Thompson, B. 

5072798000 Thomson Financial Networks 

4607602000 Three J's AC & Refrigeration Maint 

5612379762 Time Insurance Company 

0183288910 Tolentino,R. 

0475465190 Tommasone, A. 

0693424000 Tommys, Inc. 

Meriden, CT, SUT 867.19 

East Norwalk, CT, SUT 175.71 

Groton, CT, GAS DISTR 2,8 10.58 

Groton, CT, GAS DISTR 2,518.60 

Groton, CT, MF 1,958.10 

Hartford, CT, SUT 220.01 

Waterbury, CT, SUT 166.94 

Greenwich, CT, SUT 136. 18 

New Canaan, CT, SUT 1 1 1.44 

Darien, CT, SUT 465.72 

Ridgefield, CT, ADC 654.07 

Putnam, CT, SUT 535.11 

Stafford Springs, CT, SUT 337.68 

West Hartford, CT, CG 346.00 

Stamford, CT, SUT 448.32 

South Windsor, CT, SUT 721.83 

Port Chester, NY, SUT 199.55 

Enfield, CT, SUT 207.44 

Westport, CT, CORP 4,339. 10 

Greenwich, CT, SUT 1,213.50 

Stamford, CT, SUT 201.38 

Manchester, CT, SUT 200.68 

West Haven, CT, SUT 384.35 

Wethersfield, CT, SUT 512.16 

West Milford, NJ, SUT 1 16.22 

Uncasville, CT, SUT 507.55 

Norwich, CT, SUT 402.48 

Greenwich, CT, SUT 280.00 

Meriden, CT, SUT 145.40 

East Hartford, CT, SUT 151.69 

Colchester, CT, SUT 104.11 

West Hartford, CT, SUT 102.52 

West Hartford, CT, SUT 226.00 

South Windsor, CT, SUT 410.16 

New Haven, CT, SUT 1 16.43 

West Hartford, CT, CG 824.00 

Fairfield, CT, SUT 317.57 

Ellington, CT, CG 375.40 

Fairfield, CT, CG 158.10 

Bohemia, NY, CORP 1 ,509. 10 

Badger, CA, CORP 485.50 

Syracuse, NY, SUT 1,268.48 

New Haven, CT, SUT 2,648.96 

Bridgeport, CT, SUT 600.00 

East Haven, CT, SUT 960.99 

Plainville, CT, SUT 380.80 

Cheshire, CT, SUT 374.25 

Greenwich, CT, SUT 6,11 8.30 

Palo Alto, CA, SUT 577.60 

Taftville, CT, SUT 262.12 

Stamford, CT, SUT 468.18 

Rutherfordton, NC, SUT 377.02 

Stamford, CT, CG 365.50 

Trumbull, CT, SUT 490.96 

Southbury, CT, CG 249.00 

Chicopee, MA, SUT 2,366.94 

Milford, CT, SUT 480.49 

Milford, CT, SUT 366.77 

Tolland, CT, CG 143.40 

Wethersfield, CT, CG 124.40 

Newtown, MA, SUT 1 ,000.00 

Shelton, CT, SUT 306.27 

Milwaukee, WI, F&NR 1 ,294. 87 

Guilford, CT, CG 271.80 

East Haven, CT, CG 178.10 

Torrington, CT, SUT 314.91 



3388923000 Tony Jrs Discount Auto Sales 

0557330000 Torrington Lumber co. 

0553 180000 Torrington Supply Co., Inc. 

3034162000 Total Care Systems, Inc. 

0442669510 Tourville, L. 

0268623000 Town and Country 

0744730001 Towne Auction Sales, Inc. 

449 1 60 1 000 Toying Around, Inc. 

4797593000 Tracey Kerwick, Inc. 

5281977000 Trading Cove Camper Sales 

3478302000 Trading Post 

5208269000 Transwich Corp. 

2259896940 Tree, Y. 

4973 178000 Trendsetters Furniture & Wtr Beds 

4998605000 Trevcon, Inc. 

0445856750 Trojanowski,M. 

0492208090 Trott, R. 

0679472000 Trusthouse Forte Food Services, Inc. 

044 1 067220 Tubridy, Joseph F. 

3656477000 Tuxis Ohr's Fuel Inc. 

7777791761 Twigg, Alan 

3332335000 US Plus, Inc. 

5184783000 USA Fuel, Inc. 

3987054000 Uggla, Birgitta 

0778589000 Uncle Joe's Place, Inc. 

0797464000 Unicco Service Co. 

5793088000 Unipet, Inc. 

3948163000 Unique Products 

5194501000 United Cleaning & Maintenance, Inc. 

4866349000 United Energy Services Corp. 

393361 1000 United Printing and Litho, Inc. 

5979067000 United Research Company, Inc. 

4749826000 United States Audio Visuals 

0767889000 Universal Computers Systems, Inc. 

5501630000 Universal Publishing Co., Inc. 

2395598000 Universe and Trans Country Travel 

5612486762 Unum Life Insurance Co of Amer. 

5612478762 Unum Life Insurance, Co. 

1099852765 Utica Mutual Insurance Co. 

5545595000 VG Systems, Inc. 

5076575000 Valentine Lumber, Inc. 

1502607130 Vanhoesen,E. 

0103648830 Vickers, D. 

5201041000 Victor A Molina Associates LTD 

3594132000 Video Showplace, Inc. 

3243763001 Viking Sewing Center 

4773453000 Villa Cafe 

5312178000 Village Cyclery 

3203049000 Village Hardware & Building Supply 

0490391380 Vitale, John 

125 1286880 Von Oehsen, Howard T. & Marilyn 

087061 8000 W F Shuck Petroleum, CO. 

5460787000 WD 40 Company 

0912469130 Wainwright, D. 

5678958000 Walker Parking Consultants Engineers 

5183108000 Wallys Personal Touch 

3426632000 Walshs Liquor Store 

5626825000 Ward Liebelt Associates 

0873269170 Warner, Aline 

4784666000 Water Street Station 

4358545001 Waterbury Exxon 

3321940000 Waterbury Restaurant Associates 

3018173001 Waz,Inc. 

3018173002 Waz,Inc. 

3018173003 WazsIGA 
5227376000 Wearwithall 

Waterbury, CT, SUT 494.42 

Torrington, CT, SUT 2,230.62 

Waterbury, CT, SUT 5,459.50 

Bridgeport, CT, SUT 1,557.71 

Niantic, CT, CG 288.70 

Warehouse Point, CT, SUT 107.88 

Colchester, CT, SUT 617.50 

Vernon, CT, SUT 105.88 

Stamford, CT, SUT 175.12 

Uncasville, CT, SUT 156.92 

Canton, CT, SUT 151.35 

Shelton, CT, CORP 161.70 

Cromwell, CT, CG 143.73 

Milford, CT, SUT 376.43 

Milford, CT, CORP 2,383.30 

North Haven, CT, CG 174.94 

Old Saybrook, CT, CG 1,330.08 

Trumbull, CT, SUT 15,771.34 

Willimantic, CT, CG 1 , 1 06. 80 
Meriden, CT, SPEC FUEL DISTR 2,147.86 

Pawcatuck, CT, IU 111.44 

Wallingf ord, CT, CORP 301 .20 

Groton, CT, SPEC FUEL DISTR 720.60 

Greenwich, CT, SUT 100.69 

Wethersfield, CT, SUT 712.78 

Cambridge, MA, SUT 5,367.75 

Newburgh, NY, CORP 104. 10 

Milford, CT, SUT 184.32 

Hartford, CT, SUT 465.50 

Marietta, GA, SUT 368.45 

Bridgeport, CT, SUT 1 ,525.79 

Morristown, NJ, SUT 12,421.95 

Hilton Head Island, SC, SUT 157.86 

Norwalk, CT, SUT 200.66 

Old Saybrook, CT, CORP 281.60 

Bridgeport, CT, CORP 214.10 

Portland, ME, F&NR 728.51 

Portland, ME, F&NR 180.94 

Utica, NY, F&NR 1,626.79 

Woodland Hills, CA, SUT 164.50 

Springfield, MA, SUT 254.95 

Greenwich, CT, CG 749.80 

Somers, CT, CG 1 ,273.50 

Bridgeport, CT, CORP 332.00 

North Haven, CT, SUT 261.74 

Elmwood, CT, SUT 117.57 

Berlin, CT, SUT 117.00 

Wilton, CT, SUT 329.98 

New Fairfield, CT, SUT 433.86 

Bloomfield, CT, CG 1 ,650.30 

New Canaan, CT, CG 23 1.60 

Middletown, CT, GE 864.60 

San Diego, CA, GE 2,138. 16 

Brookfield, CT, CG 263.60 

Philadelphia, PA 1,780.00 

Danbury, CT, SUT 104.62 

Norwalk, CT, SUT 203.11 

Stamford, CT, SUT 157.50 

Waterbury, CT, CG 407.30 

Torrington, CT, SUT 210.20 

Sandy Hook, CT, SUT 233.78 

Bridgeport, CT, SUT 573.21 

Bristol, CT, SUT 519.50 

Bristol, CT, SUT 737.74 

Wolcott, CT, SUT 569.85 

Fairfield, CT, SUT 317.75 




Webbs Package Store 

Ellington, CT, SUT 



Weihenmayer, Edwin A. 

Weston, CT, CG 



Weinstein, M. 

West Hartford, CT, CG 



Weir, Clara B. 

Hartford, CT, CG 



West Broad Liquor Sales, Inc. 

Stratford, CT, SUT 



West Hartford Jewlers 

West Hartford, CT, SUT 



West Haven Chrysler Plymouth, Inc. 

West Haven, CT, SUT 



West Main Pizza 

Plainville, CT, SUT 



West Rock Wagon Auto Works, Inc. 

Orange, CT, SUT 



Westbrook Motor Car Co. 

Westbrook, CT, SUT 



Westfarms Pizza, Inc. 

Farmington, CT, CORP 



Westfield Sand & Gravel Co., I,nc. 

Farmington, CT, MC 



Westport Inn Associates 

Westport, CT, RO 



Whalley Avenue Donuts, Inc. 

Warwick, RI, SUT 



Whalley Computer Associates, Inc. 

Southwick, MA, SUT 



White Bridge Liquors, Inc. 

Darien, CT, SUT 



White, S. 

Stamford, CT, FID 



Whole Donut 

Hartford, CT, SUT 



Wholesale Warehousing 

Tustin, CA, SUT 




Mystic, CT, SUT 



Wicks End Corp. 

Wilton, CT, CORP 



Wilion, Lawrence 

Waterbury, CT, CG 



William M. Mercer Meidinger Hansen 

New York, NY, SUT 



Williams Sonoma, Inc. 

San Francisco, CA, SUT 



Williams Sonoma, Inc. 

San Francisco, CA, SUT 



Williams Sonoma, Inc. 

San Francisco, CA, SUT 



Wilton Stationers, Inc. 

Wilton, CT, SUT 



Windham Lumber Co., Inc. 

South Windham, CT, SUT 




Secaucus, NJ, SUT 



Windsor Locks Hotel Investors, Inc. 

Westport, CT, RO 



Winer, L. 

New Haven, CT, CG 



Winsted Convenience Store 

Winsted, CT, SUT 



Winters, Barry M., Est of 

Orange, CT, FID 



Wizard Marine, Inc. 

South Norwalk, CT, SUT 



Woodbine Corp. 

North Windham, CT, SUT 



Woody, K. 

New Canaan, CT, CG 



Worcester Quality Foods, Inc. 

Worcester, MA, MC 



World Book, Inc. 

Chicago, IL, SUT 



YJM Enterprises, Inc. 

Brookfield, CT, SUT 



Yogurt, Inc. 

New Haven, CT, SUT 



Yorski, Stephen J. Est. of 

Mildale, CT, FID 



Young, M. 

Blauvelt, NY, CG 



Zabbaras Restaurant & Banquet Hous 

New Britain, CT, SUT 



Zane Yost Associates, Inc. 

Bridgeport, CT, SUT 



Zawisza, S. 

East Hampton, CT, SUT 



Zecco, Inc. 

Woburn, MA, SUT 



Zee Buick, Inc. 

Milford, CT, SUT 



Zeidenberg, B. 

Hamden, CT, SUT 



Zings Cafe & Lounge 

Berlin, CT, SUT 



Zip Quality Printing 

Greenwich, CT, SUT 



Zips Diner, Inc. 

Dayville, CT, SUT 



Zoe Bottled Gas & Appliance, Inc. 

Colchester, CT, SUT 



Zygo Corp. 

Middlefield, CT, SUT 




Finance Advisory Committee 

Honorable William A. O'Neill, Chairman 

Anthony V. Milano, Clerk 

Established - 1943 Statutory authority - Section 4-93 et al., 

Central Office - State Capitol, Hartford, Conn. 06106 

Membership on the Committee, composed of 4 elected state officers and 5 legislative members, is 
as follows: 

Governor William A. O'Neill; Lieutenant Governor Joseph J. Fauliso; State Comptroller J. Edward 
Caldwell; State Treasurer Francisco Borges; Senators Joseph Harper, Jr. and Judith Freedman; 
Representatives William Dyson, Glenn N. Arthur and Barbara Ireland. 

The Secretary of the Office of Policy and Management serves as clerk and the Executive Budget 
Officer of Budget and Financial Management Division as assistant clerk. 

Approval of the Finance Advisory Committee is required for all transfers from the resources of any 
state fund to any budgetary agency in excess of the regular appropriations thereof and for the transfers 
of any unexpended balances of appropriations to other appropriations of the same agency when such 
transfers exceed 550,000 or 10 percent of such appropriations in any fiscal year. 

Following are the transactions approved by the Committee during the fiscal year ended June 30, 

and Community Services to Community Residence 

General Fund Transfers Between Appropriations 

Irons. No Agency and Description Amount 

90-1 Finance Advisory Committee - FAC - Acts Without 

Appropriations, Current Expenses to various 

Agencies $1,480,325 

90-2 Correction - Personal Services to Legal Services 

to Prisoners 32,000 

90-5 Office of Policy and Management -Property Tax Relief 

Elderly and Disabled Homeowners and Tax Relief for 

Elderly and Disabled Renters to Property Tax Relief 

Elderly Homeowners-Freeze Program 543,000 

90-6 Office of Policy & Management - Transfer funds from 

the Department of Administrative Services and the 

Office of the Comptroller to reflect the reorganization 

of the Office of Information and Technology 1,840,090 
90-10 Advisory Commission on Intergovernmental Relations - 

Personal Services to Equipment 2,000 

90-13 Office of Policy & Management - Other Expenses to 

Equipment 30,000 

90-14 Auditors of Public Accounts - Other Expenses to 

Equipment 1,500 

90-15 Veterans' Affairs - Aid to Veterans and Dependents 

to Outside Hospitalization 17,250 

General Fund Transfers Between Appropriations 

TransNo. Agency and Description Amount 

90-16 Health Services - Transfer funds from Personal 

Services to the Department of Agriculture 114,632 

90-17 Mental Retardation - Temporary Support Services 

and Community Services to Community Residence 

Program and Cooperative Living Arrangements 2,268,227 

90-18 DHR/Education and Services for the Blind - 

Special Training for the Deaf Blind to 

Supplementary Relief and Services 50,000 

90-20 County Sheriffs - Personal Services, Deputy Per 



Diems and Equipment to Other Expenses, Prisoner 

Transportation Mileage and High Risk Pool 199,900 

90-21 Office of Policy and Management -Various Accounts 

to Distressed Municipalities and Property Tax 

Relief Elderly and Disabled Homeowners 1 ,871 ,000 

90-23 Military Department - Firing Squads to Personal 

Services 30,000 

90-24 Education -School Construction to Vocational 

Rehabilitation and Education of Children 

Residing In Tax Exempt State Property 1,609,479 

90-25 University of Connecticut - Personal Services 

to Other Expenses 1,200,000 

General Fund Transfers Between Appropriations 

Trans No. Agency and Description Amount 

90-26 Legislative Management - Personal Services to 

General Assembly Medical 64,000 

90-27 Comptroller -Reimbursement to Towns for Loss of 

Taxes on State Property to Judicial Review 

Council 18,444 

90-30 Human Resources - State Appropriated Weatherization 

to State Appropriated fuel Assistance 870,000 

90_3 1 Legislative Management - Personal Services and 

Other Expenses to Reapportionment Study 760,000 

90_32 Commission on Children - Personal Services to 

Other Expenses 11,150 

90-33 Comptroller - Reimbursement to Towns for Loss of 

Taxes on State Property and Residential Property 

Tax Credit Grant to Unemployment Compensation, 

Other Expenses and Insurance_Group Life, Other 

Expenses 825,000 

90-34 Military Department - Other Expenses to Personal 

Services 114,000 

90_36 Human Resources - Protective Services for the 

Elderly to Essential Services 256,559 

General Fund Transfers Between Appropriations 

TransNo. Agency and Description Amount 

90-37 Human Resources - Sick Child Day Care and 

Other Expenses to Purchase of Service Day Care 175,000 

90-38 Children and Youth Services - Other Expenses to 

Equipment 27,036 

90-39 Legislative Management - Equipment and Personal 

Services to Other Expenses 301,178 

90-40 Comptroller - Various Accounts to Ct. State Police 

Association and Retirees Health Services, Other 

Expenses 3,045,776 

90-41 Administrative Services - Personal Services to 

Suggestion Awards 15,700 

90-42 Public Works - Personal Services, Equipment and 

Rents and Moving to Other Expenses 339,623 

90-43 Emergency Management - Equipment to Other Expenses 3,260 

90-44 Health Services - Personal Services to Other 

Expenses and X-Ray Screening and Tuberculosis Care 585,000 

90-46 DHR/Education and Services for the Blind - Special 

Training for the Deaf Blind to Supplementary 

Relief and Services 25,000 



Trans No. 






General Fund Transfers Between Appropriations 

Agency and Description Amount 

Mental Retardation - Personal Services to 

Mansfield Staff Relocation and Training 

and Private Residential Schools 330,000 

Mental Retardation/Income Maintenance - Transfer 

from the Department of Mental Retardation, 

Community Residence Program to the Department 

of Income Maintenance, Medicaid 932,000 

Income Maintenance - Various Accounts to Personal 

Services, Aid to Families with Dependent Children, 

Aid to the Blind and General Assistance 2,839,749 

Education - School Construction to Transportation 

of School Children 500,000 

Higher Education - Personal Services to Equipment 7,000 

Children and Youth Services - Personal Services to 

Day Treatment Center for Children, Board and 

Care for Children and Prevention and Treatment 

of Child Abuse 863,000 

Public Defender Services - Personal Services to 

Other Expenses 175,000 

General Fund Transfers Between Appropriations 

Trans No. Agency and Description Amount 

90-54 Comptroller - Various Accounts to State Employees 

Health Service, Other Expenses 3,239,704 

90-55 Deaf and Hearing Impaired - Equipment to Telephone 

Message Relay System for the Deaf 45,800 

90-56 Human Resources/Education - Transfer Various 

appropriations from the Department of Human 

Resources to the Department of Education 3,221 ,750 

90-57 Veterans' Affairs - Award Payments to Veterans 

to Burial Expenses and Headstones 25,000 

90-58 Administrative Services - Personal Services and 

Other Expenses to Workers' Compensation Claims 1 ,121 ,529 

90-59 Public Safety - Personal Services to Equipment 575,000 

90-60 Human Resources - Various Accounts to Essential 

Services and Purchase of Service Day Care 1 ,335,878 

90-61 Income Maintenance - Various Accounts to Job 

Connection, Aid to Families with Dependent 

Children, Day Care, Old Age Assistance, Aid 

to the Disabled and General Assistance 14,260,000 

General Fund Transfers Between Appropriation 

Agency and Description Amount 

Education - Various Accounts to Special Education, 
School Building ISP, Omnibus Education Grant 

and Hold Harmless 3,312,838 

Higher Education - Personal Services to Other 

Expenses 20,000 

Public Defender Services - Personal Services to 

Other Expenses 50,000 

Mental Health - Personal Services, Grants for 
Psychiatric and Mental Health Services and 
Employment Opportunities to Other Expenses 

and Alternate Residential Care 1,425,000 

Total General Fund Transfers Between Appropriations $53,005,377 

Trans No 






Resources of the Local Emergency Relief Advisory Fund 

TransNo. Agency and Description 

90-4 Office of Policy & Management - Local Emergency 

Relief Program 
90-1 1 Office of Policy & Management - Local Emergency 

Relief Program 
Total Resources of the Local Emergency Relief Advisory Fund 



Installment Purchases 

Agency and Description 
Higher Education - Installment Purchasing for 
a Digital Equipment Corporation VAX 6310 
Computer System with Supporting Equipment 
Transportation - Installment Purchase for Data 
Processing Equipment 

Transportation Fund transfers Between Appropriations 

Agency and Description 
Transportation - Equipment and Highway and 
Bridge Construction Renewal to Other 
Expenses and Highway and Bridge Renewal 

Transportation - Rail Operations and Greater 
Stamford Downtown Shuttle to Bus Operations 
Transportation - Rail Operations to Other 
Total Transportation Fund Transfers Between Appropriations 












General Fund Additions to Appropriations from Resources of the Fund 

TransNo. Agency and Description Amount 

90-3 Income Maintenance - Resources of the General 

Fund to Individual and Family Grants 143,750 

90-7 Office of Policy and Management - Resources 

of the General Fund to Federal Disaster 

Assistance (July 1989 Storm and Tornado) 800,000 

90-8 Income Maintenance - Resources of the General 

Fund to Individual and Family Grants 133,333 

90-12 Environmental Protection - Resources of the 

General Fund to Gypsy Moth Reimbursement 12,500 

90-22 Claims Commissioner - Resources of the General 

Fund to Adjudicated Claims 65,000 

90-28 Income Maintenance - Resources of the General 

Fund to Individual and Family Grants 54,167 

Total General Fund Additions to Appropriations From the Resources of the Fund 1,208,750 

Summary of Transactions and Comparison with Prior Year 

General Fund: 1988-89 1989-90 

Transfer Between Appropriations $61,606,249 $53,005,377 

Additions to Appropriations From Resources 

of the Fund: 1,100,000 1,208,750 

Transportation Fund: 

Transfer Between Appropriations 2,786,321 4,698,700 

Resources of the Local Emergency Relief 

Advisory Fund: 240,186.53 4,162,102 


The Connecticut Agricultural Experiment Station 

Charles R. Frink, Vice Director 

Established - 1875 Statutory authority - Sees. 22-79 - 22-118 

Central office - 123 Huntington St., New Haven, Conn. 06504 

Average number of full-time employees - 89 

Recurring operating expenses - 1989-90 - $4,245,245; 

Capital outlay - $158,225 

The Connecticut Agricultural Experiment Station is chartered by the General Assembly to 
investigate plants and their pests, insects, soil and water, and to analyze foods, pesticides, fertilizers, 
and other products for state departments. The investigations are pursued at the main laboratories in 
New Haven, the Valley Laboratory in Windsor, the Lockwood Farm in Hamden, and on public and 
private lands throughout the state. 

In June 1989, experiment station researchers found gypsy moth caterpillars dying from a fungus 
that had not been known to infect the pest insect in North America. Throughout the summer, 
researchers investigated the fungus— the first significant new natural control of the gypsy moth found 
in the United States in decades. Their studies revealed wide distribution in the state, a correlation with 
the wet spring, and similarities to a fungus that had been imported from Japan andreleased near Boston 
around 1910. This led researchers to conclude that the fungus that decimated gypsy moth populations 
in 1989 is most likely the same one, although it had not previously been found since its release eight 
decades before. 

Researchers found that the fungus produces two types of spores. One is directly infective to 
caterpillars and was responsible for the rapid spread from caterpillar to caterpillar, the other is aresting 
spore that maintained the fungus in the environment until it again encountered the caterpillars during 
a second wet spring in 1990. As a result of the fungus, the number of acres defoliated remained about 
the same in 1989 and 1990, instead of increasing as would have been expected; more importantly, 80 
percent of the defoliation was in the barely noticeable category. Station entomologists have reported 
their findings in scientific journals and are continuing to investigate the ecology of the fungus in hopes 
of finding ways to exploit this biological control to help protect Connecticut's forests and backyards 
from periodic heavy defoliation by the gypsy moth caterpillar. 

In 1986 quarantines were established to protect honey bees, important pollinators and producers 
of honey, from infestation with two types of mites. In 1989-90 honey bees infested with tracheal mites 
were found in 12 communities, requiring restriction of movement of honey bees within three miles 
of each of the infested sites and examination of bees for tracheal mites in the quarantined areas. More 
than 65,000 bees were individually dissected and examined for the mites. The rates of infestation 
varied from 1 to 52 percent where the mites were found. Infested colonies were treated or destroyed. 
Another 82,000 bees were examined for the Varroa mite, but no evidence of infestation has been 
found. Experiments are being conducted to determine if treatment with menthol crystals - a natural 
substance - is effective in protecting honey bees from trachael mites. 

Research on the animals that spread the Lyme disease pathogen and on the pathogen itself 
continues. There is now evidence that Ixodes dammini, the tick that harbors Borellia burgdorferi, the 
spirochete that causes the disease, is now in northern Connecticut. A survey of deer in 1989 shows 
northern movement of the tick and pathogen into Windham and Litchfield counties, while a similar 
survey in 1980 showed no evidence of the tick or pathogen in either county. Studies of the animals 
that harbor the tick indicate that song birds probably played a major role in spread of the tick and 
pathogen into new areas. 

Research on control has led to an experimental release of a wasp that attacks the tick. Originally 
introduced into this country to control the American dog tick, the wasps instead killed Ixodes dammini 
ticks. Wasp-infested Ixodes dammini ticks were collected from an island in Rhode Island and the 
parasitic wasps reared in laboratories at the experiment station for release in Stamford in July 1990. 


In addition to harboring the ticks that vector Lyme disease, deer are a pest of ornamental, nursery, 
and forest plantings where they damage woody plants by browsing young growth. The station has 
successfully tested predator urines as a possible repellent to protect plants from deer browsing. 

The experiment station has been testing various crop plants for production by Connecticut farmers 
- allowing them opportunities for more income and giving consumers fresher produce. In 1989, 
experiments with artichokes grown as an annual continued with tests of leaf mulch to cool soil and 
increase budding. In Hamden and Windsor, artichokes grown in soil mulched with raw leaves over 
black plastic produced 35 and 68% more buds respectively than plants grown in unmulched soil. 

A market basket survey of fresh produce sold in Connecticut, carried out by the experiment station 
in conjunction with the Department of Consumer Protection, showed that almost 50 percent of the 349 
samples contained pesticide residues, but only three samples contained residues above allowable 
tolerances. Among the 170 samples containing pesticide residues, 27 contained residues of pesticides 
for which there is no allowable tolerance on that produce. Of 68 samples marked organically-grown, 
six contained pesticide residues. 

Almost 2,000 people learned first-hand about research at experiment station-sponsored programs 
on food in the fall, forestry in the spring, inner city gardening (in cooperation with the Inner City Coop 
Farm in New Haven), and Plant Science Day at the experiment station's Lockwood Farm in Hamden. 
In addition, the station answers approximately 12,000 public inquiries about insects, plants, foods, 
and other areas of its expertise. 

The experiment station confirms its continuing policy of commitment to affirmative action and 
equal opportunity employment as immediate and necessary objectives. Its goal of discovery and 
service requires that it rely solely on merit and accomplishment in all aspects of the employment 
process including employment applications, job qualifications, job specifications, recruitment 
practices, personnel policies, job structuring, orientation, training, counseling, grievance procedures, 
evaluation, promotions, layoffs, and termination. Its policy of affirmative action also includes 
notification of the general public and all bidders, contractors and suppliers of material that the station 
will not knowingly provide services and programs for nor do business with anyone who discriminates 
against protected persons. The station's affirmative action plan was filed on schedule and was 
approved by the Commission on Human Rights and Opportunities. 

Commission on Victim Services 

JOHN C. FORD, Administrator 

Susan Knaut, Assistant Administrator 

Established - 1978 Statutory authority - Sec. 54-201 through 54-224 

Central office - 1155 Silas Deane Highway, Wethersfield, Conn. 06109 

Average number of full-time employees - 39 

Recurring operating expenses - 1989-90 - $1,411,378 

Payments to Victims - 1989-90 - $2,667,912 


A program, designed to provide remuneration, direct services and information to victims of crime 

was established in 1979. Compensation is paid to victims who suffer a bodily injury as a direct result 

of a crime. The maximum award is $15,000 per incident and $25,000 in cases of homicide. These 

maximums went into effect October 1, 1987. 

Revenue for the Criminal Injuries Compensation Account is provided through penalty collections, 
federal grant funds and donations. 

Administrative costs of the program are also charged to the account. The commission may apply 
for and receive money for the account from any federal, state or private source. 

Direct services are provided primarily through the Victim Advocate Program. Victim Advocates 
assist crime victims and their families during prosecution; refer victims who need counseling, 
medical and other support services; provide escort services; help victims obtain their rights, such as 
the return of property seized as evidence in a case and notification of issues relevant to the crime; and 
provide other services as necessary. 

A special program designed to meet the needs of the families of homicide victims has also been 
created. The commission also administers the Family Violence Victim Advocate Program through 
a contract with the Connecticut Coalition Against Domestic Violence. 

Information is provided to victims through an Information Clearinghouse. Victims can access the 
Information Clearinghouse through a statewide toll free number. The victim assistance program is 
funded by annual appropriations, from the General Fund and grants administered by the state. The 
Information Clearinghouse is funded by an annual appropriation. 


Department of Administrative Services 

STEPHEN J. NEGRI, Commissioner 

Richard A. Wnuk, Deputy Commissioner 

Established - 1977 Statutory authority - Sec. 4, et al. 

Central office - 165 Capitol Ave., Hartford, Conn. 06106 

Average number of full-time employees - 1,042 

Recurring operating expenses • 1989-90 - General Fund - $23.1 

million; Bureau of General and Technical Services' 

Revolving Fund - $19.7 million; Bureau of Purchases' Revolving 

Fund - $47.2 million 

Capital outlay - $12,345 

Organization structure - Office of the Commissioner, State 

Personnel Division, Bureau of Collection Services, Bureau of General and 

Technical Services, Bureau of Purchases 

Office of the Commissioner 

This office is composed of several units that work support the functions of the four chief operating 
sections of the department. The units and the chief operating sections work together as the central 
service agency to provide timely, economical and high-quality goods and services to the operating 
agencies of state government. In keeping with this mission, DAS this year undertook a reorganization 
of some functions of the Bureau of Purchases and the former Bureau of Information Systems and Date 
Processing, now called the Bureau of General and Technical Services. Other administrative highlights 

The Business Administration Division. It is comprised of the General Fund Fiscal and Budget 
Management, Revolving Funds Fiscal and Budget Management, PersonnelyPayroll and Human 
Resources Development units. It also manages the state employee housing program and administers 
the state's Capital Equipment Purchase Fund. 

During the 1989-90 fiscal year, the division was expanded to include the Revolving Funds Fiscal 
and Budget Management Unit. This unit resulted from the merger of the business offices for the two 
revolving funds which were within the Bureau of Purchases and the Bureau of Information Systems 
and Data Processing. 

With a goal of standardizing procedures and improving the quality, timeliness and accessibility of 
financial information for the revolving funds' managers, the unit initiated an effort to expand and 
integrate the computer applications supporting its financial systems within a personal computer 
network. The unit also began to cross-train employees to enable them to handle a variety of new tasks 
and responsibilities. 

The division also assumed responsibility for the administration of the Capital Equipment Purchase 
Fund, which is designed to provide savings to the state on large capital equipment acquisitions. 
Several new administrative policies and procedures were developed for the agency, notably 
procedures covering the selection and use of outside contractors. The division also initiated an effort 
to develop formal internal operating procedures. These include training and cross-training efforts and 
greater efficiencies in workflow. It also: redefined budget and fiscal unit structure to enhance budget 
administration, expenditure processing and accounting capabilities; worked closely with the Infor- 
mation Resources Management Division to develop a prototype of an automated agency personnel 
system as part of the Statewide Automated Personnel System Project; and provided training to 
managers and supervisors on selected personnel procedures and topics. 

There were 67 merit promotion examinations administered by the division during the fiscal year 
and the division's oversight of the agency's Small Business Set-Aside program resulted in reaching 
107 percent of the its goal for contract awards for the fiscal year. 

The department is committed to providing employment opportunities, program and services on the 



basis of merit, ability and job-related skills for employees. The Business Administration Division 
administers policies and programs with career ladders for women and minorities in the department. 
During the fiscal year these included pre-professional training programs; the merit promotion 
systems; Acquired Immune Deficiency Syndrome training; and technical assistance in affirmative 
action for all department employees. 

The annual affirmative action plan for the department, submitted on September 15, was approved 
by the state Commission on Human Rights and Opportunities. 

Through May 31, the department hired 77 persons; 37 or 48.1 percent were males and 40 or 51.9 
percent were females. Of these hires, 31 or 40 percent were white males; 4 or 5.2 percent were black 
males and 2 or 2.6 percent were Hispanic males. Additionally, 24 or 3 1 .2 percent were white females; 
12 or 15.6 percent were black females; 3 or 3.9 percent were Hispanic females and 1 or 1.3 percent 
was an Asian female. Of the 77 persons hired, 55 or 71.4 percent were white; 16 or 20.8 percent were 
black; 5 or 6.5 percent were Hispanic; and 1 or 1.3 percent was Asian. 

Among the 1 09 promotions during this period, 53 or 48 .6 percent were males and 5 6 or 5 1 .4 percent 
were females. There were 47 or 43.1 percent white males; 3 or 2.8 percent black males; 1 or .9 percent 
Hispanic male and 2 or 1 . 8 percent Asian or Indian males. Additionally, 44 or 40.4 percent were white 
females 8 or 7.3 percent were black females; 3 or 2.8 percent were Hispanic females and 1 or .9 percent 
was an Asian female. Of the total 109 persons promoted, 90 or 83.5 percent were white; 11 or 10.1 
percent were black; 4 or 3.7 percent were Hispanic and 3 or 2.8 percent were Asian or Indian. 

The Communications Unit. It published The State Scene for all state employees, Management 
Update for state managers, and DAS News & Views for DAS employees. The unit coordinated the 
dissemination of information about the department to the press and public. It also automated, 
compiled and published the Digest of Administrative Reports to the Governor. Staff members wrote 
and produced various DAS publications, assisted in organizing special events, and provided 
assistance and counsel on communications matters. The unit administers the State Suggestion 
Program. In support of the state's cost-containment effort, the unit worked with the acting supervisor 
of State Publications in planning and sponsoring a publications economy program for all state 

Internal Audit Division. One major endeavor this year involved the identification, recovery, and 
potential recovery of expenses for workers' compensation claims. Since starting this program in late 
1988, $144,629 was collected as of June 30 for 85 third-party caused workers' compensation claims. 
In addition, 67 such claims, which total $925,166, were identified for recovery. 

There were 143 overpayments billed by the Internal Audit Division as of June 30, with $44,737 
collected and $160,272 to be collected. There were 30 overpayments totalling $73,800 under review 
to be billed. There were 69 overpayments, totalling $ 174,77 1 , that have been referred to the third -party 
administrator for clarification. 

Information Resources Management. It is responsible for management of information systems 
for the department. IRM is working on a major project with the State Personnel Division to design, 
develop and implement three new related systems that will replace the Connecticut State Employees 
Information System (CSEIS) and Connecticut Certification (CONCERTS) System. The prototype 
personnel system is nearing completion, and implementation is expected in 1990. This system will 
interface with a central personnel system, which will connect to other crucial networks with employee 
information and statistical data. 

IRM is working with the Bureau of Collection Services to develop a new billing and collection 
system. During 1989-90, IRM developed computer programs and installed telecommunications 
equipment to permit the submission of electronic claims to Medicare and Medicaid. State agencies 
annually spend $245 million on contract awards. 

IRM is working with the Bureau of Purchases to reduce costs and improve services through 
automation of purchasing functions. 

The system will provide central data bases that all state agencies will be able to access, and will give 
employees at the Bureau of Purchases the ability to produce close to 6,000 bid proposal documents 
annually using word processing. This will help achieve a cost savings in a number of different ways. 
The bureau is currently in the process of loading vendor and commodity information into the data 

IRM is also working with the Bureau of General and Technical Services to improve inventory 
management practices through automation. The system is expected to save $100,000 annually and 
raise service levels through fewer items being out of stock, faster turnaround and reduced manual 


Bureau of Collection Services 

A.P. Ambrogio, Deputy Commissioner 

The Bureau of Collection Services is a revenue-producing service unit responsible for the billing 
and collection of all charges for the support of people in the care of facilities owned, operated and 
funded by the state. These facilities generally fall under the jurisdiction of the departments of Mental 
health, Mental Retardation, Children and Youth Services and the Connecticut Alcohol and Drug 
Abuse Commission. 

The patient; husband or wife of the patient; or mother or father of a patient under the age of 1 8, are 
liable to pay up to the per capita cost of care, but may be billed at a lesser rate in accordance with their 
ability to contribute. 

The bureau is responsible for the billing and collection of money due in Public Assistance and Child 
Support cases and for performing collection services for other state agencies by mutual agreement. 

Total collections made by the bureau in the 1989-90 fiscal year exceeded $287 million. This 
represented an increase of over $44 million from the previous year's collections. Title XIX receipts 
from the Department of Income Maintenance, which is reimbursed at the rate of 50 percent by the 
federal government, totaled $214,494,785. Development of additional sources of revenue, improved 
organizational efficiency, increases in daily rates charged to patients in state institutions, and revenue- 
generating initiatives were factors that helped increase collections. 

Additional initiatives included the firstyear's implementation of the Medicare Bad Debt collection 
project for mental health facilities, the Medicare Part B collection project for mental retardation 
facilities, and the Child Support IV-D Receivables collection project. 

The bureau also started its first full year of an Interagency agreement with the departments of 
Children and Youth Services, Human Resources, and Income Maintenance to assist in obtaining 
federal reimbursements under Title IV-E of the Social Security Act. 

A "lockbox" process has been initiated by the bureau in conjunction with the office of the state 
Treasurer and the Department of Human Resources. It attempts to ensure that child support funds are 
deposited in accordance with the Generally Accepted Accounting Principle and that the state receives 
full benefit from deposited funds. 

The cost for collecting each dollar has been reduced to 1 .7 cents per dollar, compared to 2 cents per 
dollar in the 1988-89 fiscal year and 2.5 cents in the 1988-87 fiscal year. 

Bureau of General and Technical Services 

Charles L. Miller, Deputy Commissioner 

The Technical Services Division of the Bureau of General and Technical Services provides state 
agencies with operational and technical support for information technology and telecommunications. 
These include central business systems and services, data processing planning and coordination, 
facilities management, data processing consulting services, an Information Resource Center for 
micro computers, technical assistance in support of agency information systems' development and 
operation, computing and telecommunications services at the central processing center, and ad- 
ministration of telephone billing. 

The Systems Development and Engineering Services Unit supports internal and external agency 
initiatives in new application system planning, analysis, design, and construction as well as on-going 
system support and re-engineering. The systems' development function specializes in data base 
management activities and the application of new technology approaches to system requirements. It 
also provides agencies with some systems analysts and programmers to help support their automation 

The planning function monitors actual machine use versus earlier projections in support of agency 
configuration planning. 

Some commitments were made in the last fiscal year to support a number of projects that will have 
considerable effect on statewide automation efforts. These include: 

• Overhauling the Telecommunications Billing in support of STATENET. 

• Installing a computer software program for DAS Purchasing as an initial phase to a statewide 

• Installing a Fleet Management system for the DAS car fleet. 

• Supporting the production schedule of DIM in their use of the EMS (Eligibility Management 

As a component of the disaster recovery program, the bureau installed a battery configuration 
capable of supplying power to our computers for 10 minutes in the event of power failure. 
Requirements for a back-up computer site request for proposal were developed. 


The bureau's data center currently processes about 75,000 jobs per month on its computer system. 
A network of 350 telecommunication lines is used to connect over 5,000 devices to the computer 
center. A rebate of over S3 million was refunded to users of data center services during the 1989-90 
fiscal year. 

During 1989-90 fiscal year, the Management Services Support Division continued to provide a 
number of services. The Information Resource Center provided support to the state's users of personal 
computers and offices that are automated with stand-alone and network- linked personal computers. 
The information Resource Center handled requests for information from state agencies and provided 
technical assistance. The unit conducted demonstrations of computer hardware and software for staff 
members from various state agencies and conducted training classes on selected software packages. 

The Education Services Unit provided statewide technology training supportfor users of multivendor 
hardware and computer software and related technologies. During the fiscal year the unit offered 200 
courses at least four times per year at five major training sites in the state. 

The Business Office Support Systems Unit provided business office information systems, which 
are designed to handle the unique needs of over 100 state agencies' business office functions and 
regulations as specified by the state. These include a State Agency Appropriations Accounting 
System (SAAAS), which manages over 60 percent of the state's General Fund accounts and a Time 
and Attendance System that tracks attendance and employee data for over 35 percent of the state's 

In addition, this unit offers capabilities including inventory management, financial tracking 
systems, office automation and electronic mail, and five unique agency applications. 

During the 1989-90 fiscal year, SAAAS was enhanced to include needs identified by the business 
office representatives who use the systems in their respective state agencies. The user terminal 
equipment rental program, which rents video terminals and printers to state agencies, continued to 

SAAAS this year joined with the Office of Policy and Management's Automated Budget System. 
This will permit accounting information from agencies to be automatically transferred to the new 
OPM system scheduled for statewide use in the next fiscal year. 

A gateway communications link was demonstrated between the Digital Equipment Corp. and IBM 
computers and the state Comptroller's Office UNISYS computers. 

Division of Personnel and Labor Relations 

Sandra Biloon, Director 

The State Personnel Division is responsible for the recruitment, selection, appointment, classifi- 
cation and compensation of employees to provide efficient and effective state services, and for 
securing, retaining, developing and providing meaningful careers to state employees without regard 
to race, religious creed, sex, age, national origin or ancestry. The division carries out collective 
bargaining with units representing all covered employees in the executive branch, except for faculty 
and non-faculty professionals of Higher Education. 

On July 1,1990, the state employed about 49,000 full-time employees. Of these, about 38,000 were 
employed in the classified service in one of the 14 bargaining units of the executive branch of 
government. Another 3,000 employees were managers or others exempt from collective bargaining 
in these agencies. State service employment spans functions from maintenance and professional 
health care to clerical and engineering. The average salary for full-time bargaining unit employees is 
$27,660. The average for managers and others excluded from bargaining is $47,953. 

This year was a second year of budget constraints and deficits in Connecticut. A hiring freeze took 
effect in most agencies and work forces were reducedby attrition. From July 1 through October 1,1989 
retirements were encouraged by extending 100 percent coverage of health insurance premiums to 
retirees andby offering bonus payments for the first three years of retirement. Nearly 3,000 employees 
took advantage of this offer. In some agencies, such as Corrections and those in which adequate 
staffing levels for patient care are required, vacant positions were refilled. 

During this fiscal year, the Office of Labor Relations completed major binding-interest arbitration 
proceedings for three bargaining units covering 7,000 state employees and it initiated bargaining in 
four other units affecting another 7,000 employees. When the fiscal year ended, the four negotiations 
had proceeded to arbitration, with hearings and awards expected in 1990-91. 

Interest arbitration proceedings concluded for a new pension agreement to replace the six -year 
agreement that expired June 30, 1988. The arbitrator's award made improvements in the State 
Employee Retirement System, primarily for employees hired since 1984 under the Tier II Retirement 
Plan. For example, normal retirement age for these employees will be lowered from 65 to 62 with 10 


years of vesting service effective July 1,1992. 

Employee grievances increased to 1 ,800 - up 6 percent - at the third step of the grievance procedure, 
which is prior to arbitration. Of the 67 arbitration awards received, management was upheld in 42 
cases and the unions in nine cases. The remaining 16 cases were split decisions, generally involving 
discipline, where the arbitrator found just cause for discipline, but reduced the penalty. Eighteen 
managerial grievances were also heard by Labor Relations staff during the year. 

In addition, the section enhanced its labor relations training efforts by presenting several programs 
for managers and supervisors in basic labor relations and grievance handling. 

Through the Management Relations Office the Senior Executive Service recruited additional 
highly qualified managers to its Senior Operating Officer candidate list. The Senior Executive Service 
Board intends to "market" these candidates to the incoming administration as a source of management 
expertise available to agency heads. Over 300 state managers attended the ninth State Managers ' Day. 

The Management Incentive Plan (MIP) continued through a difficult year. No incentive payments 
were made to managers in July 1989, and in June 1990 a new incentive payment schedule was 
announced. These most recent payments reflected a reduction from the schedules of past years, but 
did offer bonuses for excellent and outstanding performance. Agencies were asked to re-enroll in the 
plans if they intended to continue participating, and all but one very small agency did so. The Quality 
Control Committee for the program met several times during the year and offered recommendations 
that were used to plan this year's payments. 

The f'nstState Fringe Benefits Manual was compiled and published this year. The manual provides 
a comprehensive reference source introducing employee benefits, and will be used in agency 
personnel offices for recruitment, orientation and general reference purposes. 

In compliance with new federal regulations, a statewide Drug Free Workplace policy was 
distributed to all state agencies. 

The Health Care Cost Containment Committee (HCCC), composed of labor and management 
representatives, addresses the concerns of state employee's health care costs, benefits, and other 
health related issues. The committee discussed, and when authorized, implemented cost containment 
programs, including health promotion and wellness activities. The HCCC deals with 10 health 
insurance plans as well as dental and life insurance. This year the HCCC secured the services of a 
medical review agency that specializes in mental health and substance abuse. The committee 
anticipates that this action will reduce the costs of these illnesses, and improve the quality of care. This 
same contractor also conducted an evaluation of the state's Employee Assistance Program and 
presented recommendations to expand and improve this program statewide. 

ThePersonnelDevelopment Center provides management and organizational consultation services 
to state agencies, training and development programs for bargaining unit employees, and manage- 
ment and executive programs for managers. A total of 404 training days of in-service courses were 
offered during the two semesters of the 1989-90 fiscal year. Over 2,500 employees were trained. 

The sixth ConnecticutExecutive Management class graduated in May, bringing the number of state 
managers who have completed this comprehensive program for managers to 145. The management 
development calendar offered 25 courses for fall and spring semester and were attended by 502 

The unit also coordinated activities for two joint Labor Management Committees and for the state 
Tuition Reimbursement program. 

Staff consultations and tailored training services were held regarding training needs assessments, 
team building and strategic planning with four state agencies. 

Among the conferences staffed by the center were the state's first Technology Conference, 
attended by more than 300 data processing professionals; the Train the Trainers Conference, with 100 
staff trainers; and the College Fair, which served over 600 state employees. 

Workers Compensation payments increased 13.3 percent this year. A workers' compensation 
selective duty program has been established for state employees who are members of the parapro- 
fessional or professional health care unit. 

The State Personnel Division sponsored four loss-control projects in four agencies in the second 
half of this year. Each project focused on an agency desire to reduce job-related accidents and injuries. 

The Administrative Services Section of the State Personnel Division keeps central computerized 
files on all state employees. This section processed 7,694 requests to either establish, reclassify, 
abolish or change positions; audited 104,814 personnel transactions to ensure compliance with state 
or collective bargaining rulings and policies; and provided agencies with 3,825 certified lists of 
employment candidates from examinations during the fiscal year. 

The state Retirement Act allows retirees to work for 1 20 days per calendar year without impairing 
their pensions. This program was established to provide agencies with a pool of retirees to help meet 


the short-term staffing needs of agencies and is administered by the Administrative Services Section. 
During the 1989-90 fiscal year, an average of about 260 retirees were working each month in state 
agencies. At the inception of the program, approximately 80 retirees were working. 

The Employment Relations Office manages and provides administrative direction for two 
statewide programs, the Shared Affirmative Action Resource Program, and the Quality of Worklife 
Program . In addition, the office assists agencies with minority recruitment, career development and 
employment related issues such as handicap accommodation and prevention of sexual harassment, 
and coordinates alternate work schedule programs. It also provides program implementation 
assistance to the Health Care Cost Containment Committee. 

The Shared Affirmative Action Resource Program provided affirmative action assistance to 16 
state agencies in the last year. These are small agencies without affirmative action staffs of their own. 
The program helps agencies with topics such as preparing an acceptable affirmative action plan, 
selective certification, interviewing techniques, handling complaints, recruitment issues, staffing 
patterns, demographic data, handicapped issues, adverse impact reports, and affirmative action 
training needs assessment. 

The Quality of Worklife Program is a labor-management cooperation initiative negotiated through 
a collective bargaining agreement between the New England Health Care Employees Union, District 
1199 and the state. Under QWL, labor and management representatives work cooperatively on 
mutually agreed-upon issues to improve the quality of workers' lives and patient care. 

Three on-site child care centers are currently operating through the efforts of the Quality of 
Worklife Program. They are located at Connecticut Valley Hospital, Mansfield Training School, and 
Southbury Training School. Fairfield Hills Hospital has a center in the planning stages, and a full-day 
kindergarten will open in 1990 at the Connecticut Valley Hospital center. The centers are jointly 
managedby labor and management boards of directors as non-profit corporations. A QWL Child Care 
Consortium has been developed this year to share information and offer training. The group has met 
four times and is developing a manual to be used by others creating a child care center. 

Through QWL funding, two on-site fitness centers have been established at Norwich Hospital and 
Riverview Hospital for Children. Membership at the Centers is voluntary and low-cost. Three 
employee health fairs were held this year to screen and monitor employees for heart disease and other 
common disorders. 

A nursing education program was planned this year with the assistance of the departments of Labor 
and Higher Education. Fifteen students were selected from 550 state health care workers who 
requested applications for the program, which leads to a four-year college degree in registered 
nursing. The QWL funds tuition, fees, uniforms and books for the students, and their agencies provide 
release time of one to two days per week to attend classes. 

With QWL assistance, Southbury Training School conducted a successful project this year to cut 
employee absenteeism and overtime cost. The program used scheduling and a positive reinforcement 
program for excellent attendance. 

The total number of merit system examinations administered by thePersonnel Services Section was 
239 for the 1989-90 fiscal year. Of these, 13 1 were competitive exams open to thepublic, and 108 were 
promotional exams open only to state employees. 

The Merit Promotional System (MPS) allows agencies to conduct examinations to fill certain 
promotional positions. MPS completed its first year of operation under a revised format recom- 
mended by an outside professional personnel consultant. Major new features included strengthened 
procedural safeguards and greater objectivity in testing methods. The program continued to emphasize 
timely and job-related examination methods. Through this system, 817 exams were completed. 

The Psychometric Unit carried out or coordinated several test validation projects for exams in the 
state police and clerical/secretarial occupations. In addition, this unit continued its efforts to improve 
the quality of selection procedures by conducting training for the division's analysts and revising 
manuals on testing. Enhancements have been made in the automated application processing and 
certification system in state police trooper trainee scheduling and tracking, and the development of 
a more integrated process that allows classification and employee history data accessibility. 

A multiagency effort to recruit nurses was highlighted by a nursing job fair attended by more than 
250 licensed nurses. 

Also, major recruitment campaigns were conducted for correction officers and state police trooper 
trainees. In both instances, alarge increase in minority applicants was achieved. The state Recruitment 
and Testing Center received a 40 percent increase in telephone inquiries over last year. Applicants 
scheduled for continuous recruitment examinations increased 25 percent to 18,055, and 645 personal 
interviews were held. 

The Objective Job Evaluation unit has completed studies in 14 employment areas. The OJE system 


is the result of the General Assembly ' s pay equity /comparable worth legislation several years ago. In 
all studies, extensive classification and organizational analysis was required prior to the actual 
evaluation. Classifications were identified for re-structuring, consolidation or cancellation. OJE 
recommended cancellation of approximately 20 percent of the 2,600 classified job titles. 

Meetings were held with a number of state agencies to develop long and short range plans for 
furnishing state agencies with classification, examination and related personnel services. Discussions 
centered on how services could be provided to address agency human resources needs and priorities 
in a responsive and cost-effective way. 

Bureau of Purchases 

Peter Connolly, Administrative Manager 

The Bureau of Purchases is responsible for contracting and directing the purchase and acquisition 
of equipment, supplies, and services, including those related to data processing, printing and 
publications. It is responsible for establishing standards for the quality of goods purchased. 

In the last fiscal year through the bureau's processing bid proposals and awarding contract, it 
authorized about $270 million worth of goods and services. This was an increase of 18 percent from 
the previous year. Approximately 74 percent of all bid? were awarded within two weeks of their 
opening date. 

The bureau put considerable emphasis on recycling and the elimination of purchasing disposable 
items, which are used once. Two plans were promulgated and accepted by the Committee on the 

All paper contracts were changed to require recycled content, a federal requirement. The bureau 
also awarded contracts for recapped tires and the elimination of disposable paper products from food 

The bureau's Standards Section is responsible for the establishment, update and revision of 
standards, specifications and acceptable -brands lists for use in procurement by and for all state 
agencies. With that responsibility through the bureau's quality control function, Standards Section 
inspectors ensured that commodities and services purchased conformed to established standards and 
specifications by examination, inspection and testing. 

The Data Processing Procurement Division, which is responsible for the procurement and 
contracting of all data processing resources, processed about $58 million dollars worth of data- 
processing agency requests. This is nearly an 18 percent increase compared to the 1989-90 fiscal year. 
Although the cost of purchases has risen, the number of agency requests has fallen from 1,600 per year 
to 1250. This was due mainly to the Governor's request to agencies that they limit the purchase of 
computers to those that are absolutely necessary to maintain existing service levels. 

Employees' Review Board 


Established - 1979 Statutory authority - Sec. 5-201, 202 

Central office - One Hartford Square West, Hartford, Conn. 06106 

Average Number of full-time employees - 

Recurring operating expenses - 1989-90 - Part of Department of Administrative 

Services's budget 
The Employees Review Board was established for appeals from disciplinary actions and griev- 
ances for permanent state employees excluded from collective bargaining units. Public Act 87-456 
added two more board members and limited all members to two consecutive terms. It also increased 
the board's duties to include grievances regarding unsatisfactory performance evaluations, and 
allowed the state to appeal to court appeal board decisions. The law had allowed only employees 
bringing appeals. 

During the year, the board acted on twelve appeals. These appeals involved two dismissals, five 
demotions and five grievances. The board was involved 19 hearing days. 

In addition, the board received two grievance appeals. They are pending. The board also held six 
executive meetings during the year. Board chairman is Frederick W. McKone. 

The board is composed of seven members appointed by the Governor: McKone of Rockville; 
Sylvio Preli of Windsor Locks; Marjorie Bennett of Bethlehem; Rita C. Griswold of West Hartford; 
John Mortimer of Stamford; Howard R. Sacks of West Hartford; and Frank W. Murphy of Norwalk. 


Executive Secretary to the Board is Muriel P. Hoar of West Hartford. 

Statewide Emergency Telecommunications 

JAMES F. BLESSO, Administrator 

Established - 1980 Statutory authority - Sec. 28-24 
Central office - 20 Grand St., Hartford, Conn. 06106 
Average number of full-time employees - 6 
Recurring operating expenses - 1989-90 - $263,493 


The Bureau of Statewide Emergency Telecommunications was established by the 1980 General 
Assembly to improve the delivery of police, fire, and emergency medical services to the people of the 
state through the development and maintenance of coordinated telecommunications systems. 

The Conn. Gen. Statutes Sec. 28-27 requires the bureau, subject to review of an advisory 
commission, to administer and coordinate the implementation of Enhanced 911 emergency- access 
telephone service in the state. This service was put into operation in December 1989. 

Public Act 89-259 requires the bureau to establish minimum training standards for public safety 
telecommunicators, coordinate the delivery of public safety telecommunicator training programs and 
to certify the successful completion of public safety telecommunicator training programs. This 
program is intended to provide a minimum level of training for those public safety telecommunicators 
who process calls for assistance through the Enhanced 911 network. 

Commission on Human Rights and Opportunities 

ARTHUR L. GREEN, Director 

Jurate L. Vaitkus, Assistant Director 

Established - 1943 Statutory authority - Chap. 814c 

Central office - 90 Washington St., Hartford, Conn. 06106 

Average number of full-time employees - 125 

Recurring operating expenses - 1989-90 - $4,112,206 

Organizational structure - Administrative office and four regional offices 


Mission and Structure of the Commission 

Founded in 1943, the nation's oldest civil rights agency, the Connecticut Commission on Human 
Rights and Opportunities, enforces state laws prohibiting discrimination in employment, housing, 
public accommodations and credit transactions. The commission has four regional offices which 
receive and resolve complaints from individuals who feel that they have suffered illegal discrimination. 
The four regional offices are located in Hartford, Waterbury, Bridgeport and Norwich. The 
commission's administrative headquarters, also located in Hartford, houses the division that administers 
the commission's other significant legal mandates - laws requiring affirmative action and contract 
compliance by Connecticut state agencies. 

Connecticut law, as of June 30, 1990, prohibits discrimination on the basis of: race, color, religious 
creed, age, sex, marital status, national origin, ancestry, present or past history of mental disorder 
(employment only), mental retardation, physical disability, mental disability or lawful source of 
income (public accommodations only), families with children (housing only). Persons with criminal 
records are protected from disqualification in state employment or licensing because of a prior 

The commission also processes complaints alleging discrimination under federal laws as a deferral 
agency for the U.S . Equal Employment Opportunity Commission (EEOC) and the U.S . Department 
of Housing and Urban Development (HUD). 

The commission is governed by a nine-member policy-making body, five of whom are appointed 
by the Governor and four by the legislature. Commissioners serving at the close of 1989-90 fiscal year 


were Vincent Festa, Jr., Terryville, chairperson; Thomas I. Berry Jr., Hartford, deputy chairperson; 
Jane Glover, New London, secretary; Rhoda G. Feinstein, West Hartford; John Rose, Jr., Hartford; 
Ellen F. Riley, Simsbury; Andrea M. Scott, New Haven; Olga de la Victoria, West Haven, and 
Timothy Taylor, East Hartford. The commission met 15 times during the year. 

Agency policy is implemented by a commission-appointed executive director, aided by an 
assistant director. Agency staff is selected by the executive director in accordance with the state merit 
system. During the last year, the commission had 125 approved staff positions, but averaged 17 
vacancies. Lack of availability of certified candidates, coupled with a lack of approval to refill vacant 
positions, resulted in the inability of the commission to improve these staffing levels. Minorities made 
up 35 percent of the staff. 

Update on Governor's Task Force Review of the Commission 

In December 1988, the Governor's TaskForce issued a series of findings and 12 recommendations 
concerning its review of the management and operations of the commission. The majority of the 
recommendations, having to do with case processing issues, have been addressed through legislative 
changes. Public Act No. 89-332 made changes in commissioner and hearing officer appointments, 
created time frames for case processing, and provided the parties with greater access to the 
commission's investigative evidence and findings. 

Several of the task force recommendations are being implemented as part of ongoing executive 
initiative. These are: operational restructuring and streamlining, revision of regulations and opera- 
tional statements, refinement of resource allocations between and among statutory mandates, review 
of personnel classifications and resource needs, examination of performance expectations and 
productivity measures; development of prototype automation concepts, and ongoing staff develop- 
ment and commissioner orientation programs. 

The agency has always recognized the need for a speedy resolution of discrimination complaints 
and has sought efficiencies and resources for it, yet funding and position reductions have further 
hampered the agency's ability to provide timely service to the public. Therefore, the commission must 
continue to advocate for the resources to meet its statutory obligations. The commission is also 
concerned that legal time frames may require investigations of some recently filed complaints before 
other older complaints. This is a direct conflict with the agency's long-standing policy of processing 
complaints in chronological order of receipt. 

New Legislation 

The 1990 General Assembly enacted measures affecting the commission's law enforcement 

The commission ' s major legislative initiative was the drafting of a comprehensive fair housing law 
designed to be substantially equivalent to the Federal Fair Housing Act. State statutes must be 
substantially equivalent for states to be reimbursed with federal funds for processing housing 
complaints filed under both state and federal law. P.A. 90-246 creates a separate fair housing statute 
distinct from the state's public accommodations law, and makes Connecticut law, effective October 
1, 1990, comparable to federal law in the details of substantive provisions and in procedural rights and 
remedies. For example, the act specifically prohibits steering, blockbusting, discriminatory housing 
ads and discriminatory real estate appraisal practices. It imposes accessibility requirements in certain 
new construction having its first occupancy after March 13, 1991. The act increases the damages and 
penalties for housing discrimination and also provides for a private cause of action for complainants. 

The Governor proposed and the General Assembly enacted P.A. 90-330, which extends the 
deadline for the commission to resolve all discrimination complaints filed beforejanuary 1, 1990, 
from July 1, 1991 to July 1, 1992. However, complaints filed after January 1, 1990 are not affected 
by this act. They still must meet the mandatory nine-month time frame instituted by P.A. 89-332. 

P.A. 90-330 also prohibits discrimination because of learning disability in employment, public 
accommodations, credit and in the provision of state services, effective July 1, 1990. 

Discrimination Complaints 

During the last fiscal year, the commission made considerable progress in addressing the large 
volume of pending discrimination complaints. The commission resolved 22-percent more allegations 
of discrimination in 1989-90 fiscal year - 3,481 allegations compared to 2,844 in the 1988-89 fiscal 
year. The allegations resolved were in 1,632 complaints, a number up 2 percent from 1,530 in the 
1988-89 fiscal year. 

A single complaint filed with the commission may contain allegations of more than one discrimi- 



natory practice and may be based on more than one protected class. 

This year the agency conducted 42 percent more full investigations of complaint allegations. In the 
last year, 1,598 allegations received a full investigation, analysis and determination of reasonable 
cause or no reasonable cause to believe discrimination could have occurred. 

Processing a case to the point where a cause is determined requires considerable time and resources. 
The Field Operations Division, which is responsible for case processing, continued to experience 
turnover in its personnel. While a greater number of cases were processed this year than last, due in 
large measure to streamlining methods and maximizing efficiency, the potential improvement was 
lessened by vacant case-processing positions not filled because of state budget cutbacks. 

Favorable results for complainants were achieved in 20 percent of all complaint allegations closed. 

The Year at a Glance 

A II ♦*.rv.»r> /~M c-^A 




Pre-determination settlement 




Satisfactory adjustment 




Withdrawal with settlement 




Public hearing 




Lack of sufficient evidence 




Administrative dismissal 




Withdrawal without settlement 








Closed after full investigation 




Other closures 




Full investigation 



Full investigation with 




Complaints Filed By 



1988-89 1989-90 Change 





















Allegations Piled by Type 


1988-89 1989-90 














Credit transactions 




Civil liberities 


- 100% 

Code of Fair Practices 



Affirmative Action 



Criminal offender 












Filed By Region 

























Allegations Filed by 

Protected Class 









Religious creed 




Mental retardation 












National origin 








Marital status 








Physical disability 











Prior conviction 



Mental illness 




Family with children 




Mental disability 



Source of income 












This resulted in roughly $1.4 million in settlement awards. The majority of these settlements are 
mediated "out of court" by the commission and without the need for a costly public hearing. Monetary 
awards for complaints resolved by pre-de termination settlement, satisfactory adjustment, or withdrawal 
with settlement totaled $1,206,018 last year. An additional $174,982 was awarded for complaints 
decided at public hearing. The commission continues to monitor compliance with setdement 
agreements and hearing orders to ensure their terms are carried out. 

In addition to complaint resolutions, the agency also handled 3,371 inquiries about legal rights. 

Discrimination complaints filed with the commission fell by 4 percent from the previous fiscal year, 
and allegations fell by 15 percent. This decrease may be due, in part, to recent criticism of the agency, 
which may have discouraged some people from asserting their civil rights under the law. Long waits 
for intake appointments and assignment of complaints for investigation may also discourage potential 
complainants from seeking the agency's services. While the agency is examining its operations to 
identify and eliminate unnecessary delays in its process, reduced staffing because of fiscal constraints 
may continue to increase the waiting time to receive the agency's services. 

Complaints filed against state agencies numbered 110-7 percent of all cases filed. This is down 
44 cases from the number in the 1988-89 fiscal year. Complaints alleging retaliation because of the 
previous filing of a complaint were down 48 percent from 162 to 84. 

Allegations involving age discrimination were up by 5 percent. The average age of a person filing 
an age discrimination complaint was 54, and half of the complainants - 1 62 - were 56 or older. Twenty 
were under 40, and 3 1 were 65 or older. 

Six cases alleging discrimination because of AIDS were filed and 1 1 other AIDS cases were given 
dispositions. Nine AIDS cases are pending. 

A total of 2,294 complaints were pending on June 30, 1990, including complaints that were 
reconsidered or reopened. 

The commission's Management Information Services Division tracks the processing and main- 
tains the records of discrimination complaints filed with the agency During the year, the division 
provided numerous reports to Field Operations personnel and prepared reports to fulfill contract 
requirements for the US. Equal Employment Opportunity Commission (EEOC) and the US. 
Department of Housing and Urban Development (HUD). Both federal agencies defer complaints to 
the commission for investigation and partially reimburse the state' s general fund for the commission' s 
assistance. The division also provided special audit reports to the Office of Federal Contract 
Compliance Programs, as well as to municipalities for use in their annual revenue sharing audits. 

Problems of discrimination lend themselves to a variety of systemic approaches in addition to 
investigation of complaints brought to the commission by individuals. In the lastyear the commission, 
along with the Massachusetts Commission Against Discrimination and the New York Division of 
Human Rights, conducted systemic audit testing to monitor discriminatory practices in housing 
markets in the three-state area. As directed by Governor O'Neill, the state Department of Consumer 
Protection and the commission conducted audit testing to determine if racial steering and other 
discriminatory housing practices are being used in Connecticut. A report on both efforts was 
forthcoming at year's end. 

Public Hearings to Resolve Discrimination Complaints 

Public hearings are held on complaints that are certified after an investigation has established there 
is reasonable cause to believe a discriminatory practice has been committed, and after efforts to 
eliminate the practice through conciliation have failed. 

The Governor has approved 24 hearing officers under P. A. No. 89-332. They are: John D. Adams, 
Christopher P. Banks, Merle Berke-Schlessel, Frank J. Brown, John F. Daly III, John R. Flores, 
Deborah Samuels Freeman, Robert J. Haggerty, Ronald C. Harris, Robert W. Heagney, Donald R. 
Holtman, Carolyn W. Kone, Gail S. Kotowski, Barbara G. Lifton, Thomas C. McNeill, Jr., Neil F. 
Murphy, Jr., Brendan J. O'Rourke, Helen Z. Pearl, Jon L. Schoenhorn, HerbertR. Scott, Lea N. Shedd, 
Roxanne E. Sinclair, John F. Stafstrom, Jr., Nicholas W. Thiemann. 

Under the law, attorneys who have been admitted to practice in the state for at least two years, who 
are able and willing to hear discriminatory practice complaints, may submit their names to the 
agency's executive director who shall transmit their names to the Governor for consideration. The 
Governor shall approve at least 25 hearing officers. 

Public hearings were held on 29 complaints during the year. This represents a seven percent 
increase in hearings held over the previous year, and a 26 percent increase from 1988. A total of 24 
employment discrimination cases were presented by agency staff attorneys, and one public accom- 
modation and four housing discrimination cases were presented by the Office of the Attorney General. 

Hearing officers issued 26 decisions and orders during the year: eight were orders entering 


stipulated settlement agreements, 17 were on the merits - 12 favorable to complainants, and five 
dismissals - and one was an order ratifying a withdrawal with settlement. There was a 62 percent 
increase in the number of cases decided by hearing officers, and an 81 percent increase in decisions 
favorable to the complainant over the previous year. 

Public hearing cases typically took three or more days of hearing to resolve due to the volume of 
evidence and the number of witnesses presented. In the past, a typical case would require one or two 
days of hearing. In 1989, 55 percent of the cases required three or more days of hearing. In 1990, 59 
percent had three or more days of hearing. These increases can be attributed to the use of expert 
witnesses by both complainants and respondents to bolster their cases. Particularly in physical 
disability discrimination complaints, the commission has used expert witnesses to challenge overly 
broad employer policies. Also, the agency has successfully used experts to support claims for 
emotional distress damages. 

Complainants received $100,129 in monetary awards, and an additional $74,852 has been ordered. 
With the assistance of the Office of the Attorney General, the commission was able to resolve four 
old cases appealing a favorable decision by a hearing officer. Settlements in these cases ranged from 
$8,500 to nearly $45,000. 

During the year, the commission filed appeals of two adverse hearing officer decisions, and sought 
enforcement of hearing orders in two complaints. 

At theyear's end, hearing officer decisions were pending on 15 complaints, and lOcomplaints were 
at various stages of hearing. 

In the first case to interpret the 1988 amendments to the Federal Fair Housing Act - CHRO ex rel. 
Cowles v. Guzauskas and Kitmart Mobilehomesjnc. - the hearing officer decided that respondent 
violated the state fair housing law when, based on his age of 38, she rejected the complainant's 
application to become an owner of a mobile home in her mobile home park. The hearing officer found 
that the recent amendments to the federal fair housing law which authorize an exemption for "housing 
for older persons" in the context of a prohibition against discrimination on the basis of familial status 
do not pre-empt the statutory age discrimination prohibitions contained in Connecticut law. Respondent 
was ordered to pay complainant $200 in damages after complainant consummated the purchase of a 
mobile home. 

In the first hearing decision involving a claim of steering CHRO ex rel. Watts v. Plaza Realty and 
Walter Fyler, the hearing officer found respondents liable for discriminating against a black tester. 
Applying a disparate treatment analysis to the evidence on the allegation of steering, the hearing 
officer was persuaded that respondents engaged in racial steering. The complainant was awarded 
$1,500 for mental anguish. The commission also referred the matter to the state Real Estate 
Commission for action under appropriate real estate licensing law. The Real Estate Commission 
executed stipulated agreements with the respondents. These were formal reprimands to the owner of 
the realty firm and the salesman, a $1,000 fine to the owner, and 90-day suspension of the salesman's 

In a housing discrimination complaint, CHRO ex rel. Northerlington v. Mondo, Mondo and 
Domizio, involving a discriminatory statement of preference, the hearing officer awarded the 
complainant $5,000 in emotional distress damages after finding that respondent used a racial slur in 
alluding to the complainant and her fiancee, who are black, in a letter to his nephew regarding referrals 
of persons interested in renting respondent's properties. 

The damages were the highest awarded in a housing discrimination case to compensate the victim 
for emotional distress. 

In an employment discrimination case, CHRO ex rel. Neal v. City of Hartford, Board of Education, 
the hearing officer found that respondent's policy requiring an unlimited ability to lift was discrimi- 
natory. In the first "mixed motive" case decided under the 1989 Supreme Court decision in Price 
Waterlwuse v. Hopkins, the commission successfully argued that reasons the respondent said were 
nondiscriminatory motives for not rehiring the complainant - allegedly poor work performance and 
a lack of a high school degree - were not sufficient motivation for its actions against him, and that the 
complainant' s physical disability, a lifting restriction due to a work-related injury, was the respondent' s 
motivating reason for rejecting the complainant's employment application. The complainant was 
awarded more than $27,000. 

In an employment complaint alleging sexual harassment, CHRO ex rel. Complainant v. Carpenter 
Technology Corporation, the hearing officer found that damages for emotional distress in employ- 
ment discrimination complaints are available to compensate for unlawful discriminatory practices. 
Finding that the broad remedial purpose of Connecticut's anti-discrimination laws is served by an 
award of emotional distress damages, the hearing officer awarded the complainant $10,000 as 
compensation for the extreme emotional distress from the respndent's sexual harassment. Finding 


that the complainant was subjected to unwelcome sexual harassment which created a hostile working 
environment, the hearing officer also found that complainant's probation and firing stemmed from 
rejecting the respondent's pattern and practice of sexual harassment. The complainant was awarded 
$4,000 for future psychological counseling, and the commission was awarded $2,800 as reimbursement 
for expert witness fees. 

Affirmative Action and Contract Compliance 
by State Agencies 

In accordance with P. A. 89-332, the commission merged its contract compliance and affirmative 
action, training and development functions into a new Affirmative Action and Contract Compliance 
Division. This reorganization allows the commission use its staff resources more efficiently and 
effectively through cross -training and to enhance the delivery of services to the public. 

The Affirmative Action and Contract Compliance Division evaluates state agencies' affirmative 
action plans and provides training and technical assistance to state agencies in plan development and 
implementation. The division also reviews employment practices of firms contracting or subcontract- 
ing with the state and its political subdivisions other than municipalities. Contractors are required to 
provide information regarding their employment and subcontracting practices , and if they do not 
comply with state anti-discrimination statutes, they cannot receive future contracts. 

During 1989-90 fiscal year, the commission received 97 state agencies' affirmative action plans 
for review and analysis. All of the 88 plans completed, received the commission's approval. Nine 
plans were pending final determination at the end of the fiscal year. In the last year, 94 percent of the 
plans filed were approved. This improvement can be attributed to the increased experience of the state 
agency personnel preparing and implementing the plans, as well as to the training and technical 
assistance provided by the commission. The commission conducted 62 technical assistance sessions 
and numerous telephone consultations and workshops during the year. 

The commission published its 13th annual report, The Status of Affirmative Action in Connecticut 
State Government. The 150-page book describes in narrative and charts, the activities of state agencies 
to comply with state affirmative action law during the 1989 calendar year. The commission analyzed 
data based on affirmative action summary reports from each state agency. Included in the report are 
comparative data for 1988 and 1989 about the state work force and about each individual agency 
broken out by race, sex and occupational category. 

During the year, the staff reviewed 23,8 18 notices of contracts awarded by the state; selected 1,822 
contracts for monitoring and conducted 1,302 desk- audit reviews of contracts. Contract compliance 
data was computerized to provide timely and accurate information on the status of all contractors and 
conformance reviews. The commission also continued to provide contract compliance technical 
assistance to state agencies and contractors upon request. 

In PA. 89-253 , technical changes were made and language was clarified that existing nondis- 
crimination requirements for those who contract with the state were not limited to public works 

The commission also monitors state agencies' efforts to solicit the participation of minority 
business enterprises in state contracts. The commission has notified agencies that they must submit 
reports on numbers and dollar amounts of contracts awarded to minority business enterprises 
annually. This data was computerized and the commission generated a report on the Utilization of 
Minorities and Women Business Enterprises on Public Works Projects for a legislative review 

During the fiscal year, the commission received approval of amendments to make minor technical 
corrections to the affirmative action regulations. The commission also promulgated new regulations 
to strengthen and give consistency to the contract compliance process. Once approved, these 
regulations will become the commission's comprehensive training program on contract compliance 
for state agencies. 

Communications and Special Projects 

The commission keeps the public informed about its mandate, policies and procedures through 
releases to the news media, publications, public speaking engagements, special events and outreach 

In the last year commission speakers made presentations to organizations about the commission, 
civil rights legislation, affirmative action, contract compliance, and other issues. The staff gave 
presentations to approximately 1,100 persons during the year, and participated on radio and television 

Topics for public speaking engagements during the year included fair housing issues to the 


Connecticut Association of Realtors, local human rights commissions, local boards of Realtors, the 
Hartford Bar Association, the University of Connecticut and fair housing groups; fair employment 
practices law to the Connecticut Bar Association and the Stamford Regional Bar Association, the Casa 
Boricua de Meriden, and students at Post College and Central Connecticut State University; issues 
of racial diversity to police departments in Hartford and Rocky Hill. 

Commission publications include Discrimination Is Illegal posters available in English and 
Spanish, a booklet of Connecticut anti-discrimination laws, ayearly report on the status of affirmative 
action in state agencies, and a variety of other informational pieces. 

The Civil Rights Coordinating Committee, an ad hoc committee established by the commission's 
executive director in 1980, facilitates information exchanges among the commission, government 
officials, community groups and other organizations with an expressed commitment to enhancing 
human rights and intergroup relations within the State of Connecticut. 

Meetings are held periodically to gather information and generate discussion on topics of interest 
to the Committee. 

The commission's four regional offices organize regional coordinating committees to provide 
information to their local interest groups, exchanges and to send a delegate to the statewide committee. 
At the nine regional meetings held this year, topics discussed included the discriminatory climate in 
Bridgeport in the 1990s, the small business set-aside program, the state contract compliance program, 
and recent developments in housing discrimination law. 

The Martin Luther King, Jr. Holiday Commission continued to be an important special project of 
the CHRO, which serves as its secretariat and consultant. The King Commission was established to 
ensure that the commemoration of Dr. King's birthday is meaningful and reflective of the spirit with 
which he lived and the struggles for which he died, and to maintain a clearinghouse of programs and 
activities related to the observance of his birthday in the state. 

The Annual Bell Ringing Ceremony, held at the Legislative Office Building on Monday, January 
15 was attended by more than 200 people. Governor William A. O'Neill, state Treasurer and King 
Commission Chairman Francisco Borges, and state Senator Amelia Mustone participated along with 
other King Holiday Commissioners. 

State Insurance Purchasing Board 

JAMES B. HOLMES, Chairman 

John P. Frazier, Jr. , Vice Chairman 

Established - 1963 Statutory authority - Sec. 4a-19, 20 and 21 

Central office - 55 Elm St., Hartford, Conn. 06106 

Number of full-time employees - 2 
Recurring operating expenses - 1989-90 - $7,826,845 
During the year the Board held 6 regular meetings in full committee. In addition, the chairman and 
agent of record continued a daily review of ongoing matters. The board, its sub-committees and the 
agent of record met regularly with representatives of various state agencies and insurance companies 
concerning matters through which the state could get the ample coverage for the lowest possible price. 
Board members continued to serve as volunteers and received no compensation for the perfor- 
mance of their duties. Board members and the agent of record also helped answer agencies questions 
about insurance. The board's duties include: determining the method by which the state will insure 
itself against losses; obtaining the necessary coverage at the most reasonable cost; directing 
negotiations for the purchase of insurance; determining the deductibles and self -insurance; requesting 
appropriati ons from the contingency fund to keep the process solvent; designating the agent or agents 
of record; buying insurance and negotiating the premiums, surety bond premiums and agent's 
commission; requesting bids and establishing specifications for each contract. 

The board serves as the focal point of risk management and insurance matters affecting the state. 
Limits of liability for major exposures including the fleet, highway and transit bus operations were 
retained as the board secured appropriate coverage at a cost projected to be economically advanta- 
geous to the state. Recent deductible formats were maintained in areas previously insured from the 
initial point of exposure. The property deductible format continued to provide savings to the state. All- 


risk replacement cost coverage with an "agreed amount" of $3,374,876,562 was secured at a rate of 
$.0266 per $100 of value. 

The board also continued to study whether self-insurance would be a better than some other forms 
used now for certain protections. By incorporating retentions and deductibles in major property and 
liability programs, a careful balance of the assumption of risk is maintained. The board believes that 
controlled limited self-insurance is favorable under specific circumstances, but that unlimited and 
comprehensive self -insurance in all areas is not in the best economic interest of the state. 

The board continues to pursue proposals for three-year policy terms whenever available. Such 
proposals help the board determine future costs for the state's overall insurance portfolio. 

Gross expenditures for insurance premiums for the fiscal year amounted to $11,786,969, of which 
$2,758,128 represents deductible reimbursements in accordance with various insurance policy 
provisions. Of the gross expenses, about $3,960,000 represents refunds including return premiums 
and reimbursements from departments and agencies for insurance purchased on their behalf and for 
which reimbursement provisions are made. 

Claims for insurance reimbursements on state policies are studied each year. 

The Board has established a usual 6 percent commission rate for the agent of record. This is 
substantially below the average rate of commission otherwise paid on commercial insurance business 
within the industry. The agent of record' s total commission income for the fiscal year was 

Upon review, the members of the board expressed their unanimous consent that the agent of record 
has performed all duties in a completely satisfactory manner. The agent attends all meetings of the 
board and its sub-committees, and provides the necessary research, technical advice, negotiating 
skills, access to markets and daily contacts design a suitable insurance package. During 1989 the agent 
of record continued to represent Connecticut to the State Risk and Insurance Management Association, 
a national organization with representatives representing the insurance and risk management offices 
of the state governments. The board's evaluation of the agent of record points out that these services 
provided to the state met or exceeded the requirements. 

In line with the state's established position on affirmative action, the board reports that it does 
business only with those insurance companies that are licensed or approved by the state Insurance 
Department and practice positive affirmative action. 

There were no changes in the total number of personnel positions of the board during the year. When 
vacancies for these two positions do occur, the board adheres strictly to the practices established by 
the Department of Administrative Services Personnel Department. 

At the conclusion of the fiscal year the following members served on the Board: James B . Holmes, 
Chairman, Manchester; John P. Frazier, Jr., Vice Chairman, West Hartford; Robert H. Butler, 
Secretary, West Hartford; T. Robert McCarron, Clinton; Mario J. Bertolini, Guilford; James B. 
Tanner, Simsbury;Dr. William T Fisher, Manchester and Thompson; Edward F. McCabe, Glastonbury; 
William S. Miko, Jr., Monroe; J. Edward Caldwell, state comptroller, ex-officio. 

State Properties Review Board 


William G. Weaver, Jr. , Executive Director 

Established - 1975 Statutory authority - Sec. 4b-3 

Central office - 165 Capitol Ave., Hartford Conn. 06106 

Average number of full-time employees - 5 

Recurring Operating Expenses - 1989-90 - $315,801 


The board reviews the acquisition, construction, development or leasing of real estate for offices 

or storing equipment of all agencies of the state. It also reviews state agencies' leases or sales of any 

real estate to third parties. 

Also, the board must approve architects, landscape architects, professional engineers or land 
surveyors selected by the Commissioner of Public Works and prior to their employment. The same 
is similar for the Department of Transportation Commissioner, except in instance of highway and 
bridge projects. 


In addition, the board must review, evaluate and approve the acquisitions of development rights on 
agricultural land made by the Commissioner of Agriculture under the Agricultural Land Preservation 
Pilot Program. 

The board meets as often as is necessary to conduct its review. The board follows the Affirmative 
Action Plan prepared and administered by the Department of Administrative Services. 

The State Properties Review Board consists of six members. Three appointed jointly by the Speaker 
of the House and the President Pro Tempore of the Senate and three appointed jointly by the Minority 
Leader of the House and the Minority Leader of the Senate. The members are: Henry P. Gionfriddo, 
chairman; William F. Cerety, vice chairman; Rowland Ballek, Secretary; Joseph F. Coombs; 
Pasquale A. Pepe; and Michael J. Scenti. 



Department of Motor Vehicles 


Established - 1917 Statutory authority - Title 14 

Central office - 60 State St, Wethersfield, Conn. 06109-1896 

Average number of full-time employees - 875 General Fund; 

71 Emissions; 22 Federal 

Recurring operating expenses - 1989-90 - $36,905,159 $18,118,983 (Emissions) 

Capital outlay - $623,544 

Organization structure - Administrative Services, Branch Operations, Customer 

Support, Data Processing, Dealers and Repairers/Emissions, Driver Services, 

Fiscal Services, Human Resources, Mail Operations, Vehicle Services. 


The mission of the Department of Motor Vehicles is twofold: to provide the highest level 
of service to the citizens of Connecticut in keeping with the overall mandates of the agency's statutory 
framework; and to provide these services at the greatest level of efficiency and economy. 

Commissioner's Office Division 

In 1989, the Legal Services Division was formed within the Office of the Commissioner to address 
the needs of the agency in a complex, changing environment with respect to motor vehicle and 
highway safety laws. This division coordinates and performs necessary activities relating to 
administrative hearings and procedures; research, drafting and approval of regulations; and research 
and drafting of legislative initiatives. 

The Administrative Hearings Section is comprised of two units dealing with adjudication, hearings 
and procedures, and hearings under the Administrative Per Se drunk driving law. The Adjudications 
Unit held 5,575 hearings during the past year in over 15 different categories of motor vehicle 

The Per Se Unit was organized in response to the mandate of Public Act 89-314 requiring the 
suspension of the operator licenses of persons who either fail or refuse a chemical alcohol test after 
being arrested for allegedly driving under the influence of alcohol. In addition to developing resources 
and procedures - including its own data processing system - the unit conducted numerous training 
sessions for state and local law enforcement officials. Since the effective date of enforcement, January 
1, 1990, the unit has received and processed over 8,000 arrest reports involving test failures or refusals. 
Over 5,000 suspensions have been imposed. More than 2, 500 hearing have been held for persons who 
requested it, with final decisions ordering the license suspensions for over 2,000 of these people. 

The Regulations Section has undertaken and completed numerous projects, including those 
pertaining to fees charged by wrecker services for storage and release of towed vehicles, including 
emergency access to vehicles; minimum requirements for school bus construction and equipment; the 
vehicle emissions program; protective headgear for motorcycle operators and passengers; and 
telephone access to records and information maintained by the department. 

The Legislative Support Section provided technical assistance on numerous regulations regarding 
motors vehicle and highway safety that were enacted into law by the 1990 General Assembly. Among 
the more significant enactments were: 

• P.A. 90-4 clarifies the circumstances under which motor vehicle headlamps are required to be 

• P.A. 90-24 requires that a plan be developed and submitted to the next General Assembly 
concerning agency responsibilities for the state's truck safety enforcement program. 

• P.A. 90-61 allows persons who are emancipated minors to register motor vehicles. 

• P.A. 90-105 requires the department to perform safety inspections of taxicabs on a semi-annual 

• P.A. 90-106 extends the compliance date for the display of two registration marker plates on 
vehicles to July 1, 1995. 

• P.A. 90-1 12 concerns the implementation of the recommendations of the School Transportation 
Safety Commission, including mandatory drug testing for school bus operators and school bus 
accident reporting by local school officials. 

• P.A. 90-143 reforms the system of mandatory accident reporting, by eliminating operator reports 



and transferring administrative responsibility to process the reports to the Department of Transpor- 
tation. It also removes the requirement to submit a no-fault insurance card with mail-in registration 
renewal applications. 

• P.A. 90-210 concerns the testing and inspection of tinted or reflectorized windows on motor 
vehicles to control excess darkening. 

• P.A. 90-236 requires the commissioner to establish standards and criteria for a generic type of so- 
called special interest registration marker plates. 

• P.A. 90-263 adopts the uniform commercial driver license act in Connecticut, as mandated by the 
Federal commercial motor vehicle safety act of 1986. 

• P.A. 90-265 concerns standards and procedures for the issuance and suspension of the motor 
vehicle operator licenses of persons who have health problems or impairments that may affect their 
ability to drive safely. 

• P.A. 90-299 implements certain recommendations of the Commission to Study the Management 
of State Government with respect to the establishment of certain late fees for registration renewals, 
and increases in certain other fees charged by the department. 

The department recognizes affirmative action as an immediate, necessary objective as it continues 
to provide equal employment opportunity regardless of race, color, sex, marital status, religion, age, 
national origin, ancestry, physical disability, present or past history of mental disorder, mental 
retardation or criminal record as required by state and federal law. This commitment guides a quest 
to achieve the full and fair participation of women, blacks, Hispanics, older persons, physically and 
mentally disabled and all other protected group members in the work force. It is this agency's policy 
not to knowingly do business with any contractor, subcontractor or supplier of materials who 
discriminates against protected class members. 

The agency's current affirmative action plan was approved for the 1989-1990 fiscal year. Of the 
hires made this year 45 percent were white males; 40.4 percent were white females; 4.6 percent were 
black males; 1.8 percent were black females; 3.1 percent were Hispanic males and 4.6 percent were 
Hispanic females. Of those promoted 32.5 percent were white males; 55.2 percent were white 
females; 1.3 percent were black males; 8.4 percent were black females; .6 percent were Hispanic 
males; .6 percent were Hispanic females and 1.3 percent were other males. As of May 31, 1990, 39.6 
percent of the work force was white male; 45.7 percent was white female; 2.5 percent was black male; 
7.0 percent was black female; 1.8 percent was Hispanic male; 2.9 percent was Hispanic female; .3 
percent was "other male" and .3 percent was "other female." 

This office tookpartin training over 600 employees in Project ERASE (EducationRegarding AIDS 
for State Employees) during the year. 

The Communications Section responded to press inquiries; conducted press conferences; issued 
news releases; published newsletter for employees and retirees and another for management; 
maintained a two-way communications channel for employee complaints, comments and questions; 
and created, designed and edited new publications. 

In the Handicapped Driver Training Section, 361 applicants applied for the Handicapped Driver 
Training Program and 236 were licensed. Some 60 were rejected and the remainder were given 

Internal Audit Section conducted 769 audits involving 113,355 validations and $5,167,062 in 
receipts (includes monthly recaps of shortages and overages). A total of 92 field audits were 
performed including 48 IRP audits, 36 Branch audits and eight emissions and car rental audits. 

The Research and Planning Section refined and updated the department's strategic planning 
process and revised division goals, objectives, standards and measures. It developed statutory 
revisions for submission in the 1990 legislative session and administered the State Suggestion 
Program for DMV. 

Bureau of Customer Service 

Antonio D. Diaz, Deputy Commissioner 

Branch Operations Division 

The Division's structure was realigned and is now managed by two Division Chiefs; the district 
manager staff was reduced from six to five; branch office managers/supervisory personnel converted 
to staggered hours to reduce accumulating compensatory time/overtime. 

The Department initiated administration of the commercial driver licensing (CDL) testing program 
in May 1990. The test is incorporated within the computerized, touch-screen, driver-testing machines 
installed throughout the branch-office network. The federally-approved CDL static test is being 


conducted at all truck-testing sites. 

A statewide, automated operators' examination appointment system was phased in beginning April 
1990, with the entire branch-office network expected to be on-line mid- August 1990. 

The Willimantic branch office was relocated to 1 157 West Main St. TheHamden branch office was 
purchased in June, and plans are being formulated for renovation of the office. This will include 
construction of a second, fully-equipped inspection lane and redesign of the parking facilities. 

Negotiations also began regarding the purchase of the Enfield branch office; the Bristol satellite 
branch office was combined June 30 with its parent office in New Britain. The numbering system to 
process customers who may remain seated while waiting to be served has been expanded to include 
all branch offices. 

Mail Operations Division 

This division produced 839,022 issues which is an 11 percent -increase from issues produced in 
1988-1989 resulting in revenue collections/deposits of $48,383,434, a 14-percent increase. 

An intensive "mail-In" advertising campaign has resulted in 55 percent of registration renewals 
being returned to this division. The remittance processor, which became operational during June 
1989, has decreased pass-through to an average three days; produced a cost savings/earnings of 
$39,990; updated main frame records in conjunction with the processing of documents and payments; 
and produced a more comprehensive breakdown of financial reports. 

A 65 percent return is anticipated next year to produce additional revenue and provide more 
efficient service. 

The division assumed additional responsibility for the Permits and Commercial Licenses, and the 
Telephone Customer Service sections after a reorganization in October 1989. 

An Automatic Response Telephone System was installed in May and processed 22,096 calls the 
next month. This represented a 10-percent increase in the total number of calls because the new system 
answers the phones at night and on weekends. The section received a total of 557,653 calls during this 
fiscal year. 

Plans are progressing to expand the automatic call distribution system to all branch offices. 

The permits and commercial licenses area is responsible for issuing handicapped parking and 
flashing light/siren permits and leasing licenses; maintaining financial responsibility insurance files 
for various classes of registrations; processing bonds for marine vessel and vehicle dealers; processing 
full and second year refunds; maintaining the returned and lost/stolen plate master files; and 
processing all data entry corrections concerning balance dues and refunds. 







Operator licenses 



Certificates of title 



Boat registrations 



Safety plates 



Sales tax 






Dealers and Repairers/Emissions Division 

The number of dealers and repairers licensed by the division include new car dealers, 630; used car 
dealers, 2,133; general repairers, 1,447; limited repairers, 297; junk dealers 140; and gasoline dealers 

The dealers and repairers has installed a new computer system - called the DARS YS system - to 
modernize the renewal and recordkeeping of auto dealer files and licenses. All types of licenses under 
this division's jurisdiction were renewed with minimal problems. This system has a sophisticated way 
of tracking dealer licenses. With the DARS YS System each dealer's license number is permanent, 
never to be reassigned. Once a business changes hands, goes out of business, etc., the license number 
becomes inactive and is never re-issued. All applicant obtaining a license - regardless of the location 
- are given a new generic license number. 

As of October 1990 two new types of licenses will be added to this system, the "intermediate 
processor license" and the "intermediate processor hauler license." These licensing requirements are 
another step in tracking stolen vehicles. 

During the seventh year of the auto emissions inspection program, 1,824,058 vehicles were tested. 
Of the total inspections 8.7 percent failed the initial test and required two or more tests. There were 
13,836 waivers granted to vehicles meeting requirements and 137,956 warning tickets issued last 


year. Each of the 45 test lanes are audited by DMV quality assurance teams on a random, unannounced 
basis to ensure that all testing equipment and procedures comply with the contract requirements. 
During 1989-90, two safety test lanes were put into operation attheEastHartfordandDarien stations 
by CTVIP Inc., the private contractor operating the emissions program. 

The voluntary tests are provided as a demonstration at no cost to the state to study the feasibility 
of high quality safety testing. By the end of the fiscal year, hundreds of motorists had taken advantage 
of the free tests. A third safety lane for the new Beacon Falls Emissions Test Station (the 19th) was 
opened in March 1990. 

Driver Services Division 

The division's Driver Improvement Coordinator had contact with over 3, 000 drivers. A breakdown 
of the numbers completing driver improvement programs is 420 out-of-state driving-while-intoxicated 
violators; 1,228 high-point violators; and 1,317 hearings for youthful offenders. The Rehabilitation 
Counselor conducted 850 conferences with operators involved in drinking-driving situations. The 
Suspension and CourtRecords Section processed and mailed 166,959 suspension notices, processed 
over 43,580 driver history requests and 14,947 non-resident violator compact notices, and received 
649,664 court abstracts. 

The Driver Improvement Records Section processed 115,089 pieces of mail and 5,217 hearings 
requests. The Insurance Audit Section processed and mailed 12,821 insurance verification request 
letters and received and processed 6,674 responses. A total of 5,051 licenses and 4,949 registrations 
were suspended for failure to continuously maintain required insurance. 

During the year 115,704 restorations of licenses and registrations were processed by restoration 
stations located at the Wethersfield, Bridgeport, Norwich and Waterbury offices. A total of $426,724 
in restoration fees were collected. 

Vehicles Services Division is subdivided into two separate sections: 

The Motor Vehicle Ownership Section processes approximately 700,000 certificates of title 
annually. The Vehicle Registration Standards Unit develops standards for the registration of marine 
vessels and motor vehicles. 

The Commercial Vehicle Safety Section provides inspections for public service and commercial 
motor vehicles, and vehicles used for school transportation to ensure they meet the state's safe 
operating criteria. The Vehicle Standard Unit develops standards for the inspection of motor vehicles 
based on statutory and regulatory environment. It also provides for coordination of federally funded 
programs applicable to motor vehicle inspection and driver evaluation. The Motor Vehicle Identi- 
fication Unit provides motor vehicles with identification numbers if the factory-assigned number is 
missing or could not be located during an inspection. The Auto Racing Unit oversees and regulates 
all motor vehicles races. The Commercial Driver License Unit conducts all the skills tests for these 

Bureau of Administration 

Joan D. Gay, Deputy Commissioner 

Administrative Services Division 

The Mail room processed 4,262,222 pieces of mail at a cost of $1,065,301. The Registry Records 
unit processed 8,000 special plate requests. 

Data Processing Division 

During the past year the division in conjunction with the Office of Information Technology (OIT) 
acquired and installed a new mainframe computer and started the process of evaluating a data base 
software package. Also developed and implemented were an Administrative Per Se system mandated 
by legislation; generating registration renewals with an optical character recognition (OCR) line 
allowing a remittance processor to capture the renewal information and transmit it to the mainframe; 
automated the handicapped driver training files; automated the issuance and renewal of flashing light 
and siren permits; automated a license test appointment system; a commercial driver license (CDL) 
test system; and the automated no-fault Insurance audit system pilot, which now will be placed into 


Human Resources Division 

The Human Resources Division is comprised of the Payroll, Personnel and Training Sections. The 
division's function is to ensure that the department is staffed at optimum levels, provide staff training, 
maintain payroll and personnel records, explain and implement benefits programs, and explain and 
implement provisions of labor contracts. It also handles contract negotiations and grievances and 
assures fair employment practices. 

Fiscal Services Division 

The Fiscal Services Division is comprised of the Accounts Payable/Purchasing Section, the 
Emissions Fiscal Section and the Revenue Accounting Section. The Accounts Payable/Purchasing 
Section is comprised of the Accounts Payable Unit, the Equipment Inventory Control Unit and the 
Purchasing Unit. The Revenue Accounting Section is comprised of the Inspection Ticket Unit, the 
Returned Check Unit and the Revenue Accounting Unit. Fiscal services' function is to ensure that all 
requisite accounting systems are in operation, the agency is properly funded and that all funds are 
budgeted properly. 


Department of Revenue Services 

JAMES F. MEEHAN, Commissioner 
Edward J. Bajorski, Deputy Commissioner 
Susan E. Howard, Deputy Commissioner 
Established - 1901 Statutory authority - Section 12-1 
Central office - 92 Farmington Ave., Hartford, Conn. 06105 
Average number of full-time employees - 850 
Recurring operating expenses - 1989-90 - $36,151,707 
Capital outlay - $233,249 
Organization structure - Administration, Appellate, Audit, Collections and En- 
forcement, Information Services, Inheritance, Legal, Operations, Taxpayer 

The department administers and ensures compliance with Connecticut's tax laws through the 
efficient and equitable collection of tax do liars .During 1989-1990, the department collected 
$5,117,031,511, representing a 9.2-percent increase over total revenue collected in 1988-1989. 

The sales and use tax continued to be the largest producer of revenue, accounting for $2,479, 1 1 1,402, 
or 48 percent, of total tax revenue. 

The second largest revenue producer was the corporation business tax, accounting for $792,503,736, 
or 15 percent of total tax revenue. 

The third largest source of tax revenue was the capital gains, dividends and interest income tax, 
accounting for $624,696,350, or 12 percent of total tax revenue. 

As a result of the success of Project Reaffirm, an agencywide effort to audit more taxpayers, to 
speed up the processing of audit cases, and to increase the level of collections, the department 
collected $46 million more in tax revenue than had been forecasted in the 1989-1990 budget. 

During the final four months of the fiscal year, the period during which Project Reaffirm was in 
operation, department work resulted in the completion of 35,900 audits, collection of 44,287 
outstanding accounts, resolution of 926 appellate cases, and settlement of eight pending tax appeals. 
Audit assessment collections for all taxes during Project Reaffirm exceeded targets by 121 percent, 
allowing the department to exceed its targets for the entire fiscal year by 24.8 percent or $46 million. 
The Audit Division established a new audit production record of over $332 million of assessments, 
a 15.7-percent increase over the production for the previous fiscal year. A major participant in Project 
Reaffirm, the Audit Division generated $28.5 million in additional audit assessments during that 
project and was instrumental in the collection of $78.2 million in advance payments. Significant 
strides were also made in the automation of audit and administrative programs and procedures. The 
first phase of the Automated Selection and Inventory Control System (ASICS) was completed and 

The Collection and Enforcement Division established a new collections record of $106.7 million, 
a 3 1-percent increase over collections in fiscal year 1988-1989. The division was a major contributor 
to ProjectReaffirm, placing an increased emphasis on obtaining repayment commitments during each 
contact with tax debtors, expanding compliance programs, and using automation to accelerate 
collection. The criminal investigation unit made 91 arrests, more than doubling the number of arrests 
during the prior fiscal year. 

The Taxpayer Service Division improved upon its delivery of service to taxpayers in a number of 
ways. The division responded to 187,910 telephone inquiries and provided tax information 24 hours 
a day through the use of taped tax messages on the agency's new telecommunications network. Staff 
received and responded to 4,139 letters from taxpayers, 2,000 more than during the previous fiscal 
year, and assisted 2,736 walk-in taxpayers, many of whom visited the newly opened lobby office at 
the department's Hartford location. The division remained open in the evenings and on Saturdays 
during early April to assist capital gains, dividends and interest income tax filers. 

Taxpayer Service staff registered 130 exempt organizations, granted 117 commercial fishing 
exemptions and issued sales tax exemption permits to 1,300 farmers who qualified under the newly 
enacted agricultural exemption. The division's Speakers' Bureau sent agency staff to address 60 
meetings and seminars and provided 50 hours of tax instruction to agency personnel. A new agency 
publication, Connecticut Tax News, provides timely state tax information to 10,000 tax preparers 



nationwide. Four new tax information bulletins were prepared and eight bulletins and brochures were 
revised to reflect changes in tax law. 

The Connecticut General Assembly enacted legislation that affected the department. A tax was 
levied on gains realized by nonresidents from the sale or exchange of real property located in 
Connecticut. The second estimated payment for corporation business tax was increased from 60 
percent to 70 percent of the amount due. The penalty and interest provisions for outstanding sales and 
use tax were increased. The sale of services for resale was allowed. Consignees' services for the sale 
of clothing or works of art were exempted from sales tax. The due date for the succession tax was 
changed from nine months to six months after decedent's date of death. The General Assembly 
established the first Connecticut Tax Amnesty Program, a one-time opportunity for those with 
outstanding tax liabilities from periods that ended on or before March 31, 1990, to pay back tax and 
interest without civil or criminal penalty. Tax Amnesty will be in effect between September 1 and 
November 30, 1990. 

The Legal Division provided oversight on more than 222 tax cases and issued 597 rulings and 
opinions. It drafted 27 legislative bills that were submitted to the Finance Committee of the General 
Assembly. The division was involved in the development of the Regulation Project to revise state tax 
regulations. An advisory group composed of agency personnel, members of the business community 
and tax information specialists was established. Final drafts of the regulations are currently being 

The Appellate Division was an important participant in Project Reaffirm. The project goal to close 
600 cases, with a potential of S40 million in revenue, were surpassed by the division. Over 900 cases 
were resolved, bringing in S60 million in revenue. The division streamlined its operating procedures, 
improved case tracking and developed a consistent case review procedure. 

In the AdministrativeDivision, the Central Mail Unitprocessed over 3.5 million pieces of incoming 
mail and more than 3.8 million pieces of outgoing mail. The petty cash fund provided 1,640 travel 
advances in support of the Audit Division's out-of-state travel. The Business Office received 2,000 
purchase requisitions, resulting in issuance of 1,380 purchase orders. The Central Reprographic Unit 
printed and prepared over 12.7 million forms for distribution. The Forms Management Unit revised 
or created 200 forms. An agencywide white-paper recycling program was undertaken. A new 
telecommunications network with over 400 stations was installed to improve service and increase 

The Operations Division processed 175,224 applications and 1.68 million tax returns and registered 
60,115 taxpayers for new or additional taxes. It processed and deposited 1.35 million checks totaling 
S5.04 billion, issued 550,000 Motor Carrier decals and resolved 28,183 requests for penalty waiver. 
The division also reviewed and resolved 70,041 mathematically incorrect returns resulting in receipt 
of S5.7 million from billings. It resolved 64,510 billing inquiries, processed S393.99 million from 
billings and assessments and issued 54,815 refunds, totaling $116.91 million. Most refunds were 
issued within 10 days of receipt of return. 

The Information Services Division provides support for each of the department's other divisions. 
It established consistency 

measures for revenue tracking, ensuring integrity among reports produced from different sources 
within the agency. New reports were written to aid in reconciliation of the Accounts Receivable 
system with cases in the Appellate system. The division developed an Automated Selection and 
Inventory Control System for the AuditDivision and is working with the Collection and Enforcement 
Division in developing cooperative initiatives with the Internal Revenue Service. 

The Inheritance Division collected $159.8 million, a decrease of $3 1 million from fiscal year 1988- 
1989. The reduction in revenue is attributable to the effect of the total marital deduction, which 
eliminates all taxes from assets passing to spouses and the leveling off of the Connecticut real estate 
market. Connecticut's vigorous tax administration has proven beneficial in producing substantial 
revenue for the state. These and other new programs are expected to continue to increase tax revenues 
in the future. 

In compliance with Public Act 79-168, a list containing the name and address of any person or 
corporation liable for taxes unpaid for a period in excess of 90 days will be made available at the 
department headquarters in Hartford and in regional offices in Hamden, Bridgeport, Waterbury, East 
Hartford and Norwich. 



Yearly Comparative Statement of Tax Revenues 

Type of Revenue Fiscal Year Fiscal Year Increase 

Sales & Use 



or Decrease 

Corporation Business Tax 




Public Service Corp.: 

Comm. Ant. & TV 




Electric & Power 




Gas Companies 




Gas & Electric 








Steam Companies 








Telegraph & Cable 




Telephone Companies 




Water & Water Power 




Total Public Serv. Corp. 




Capital Gains, Div. & Int. 




Motor Fuel: 

Motor Carrier 








Special Fuel 




Total Motor Fuel Tax 




Insurance Companies: 









Unauthorized Insurers 




Total Insurance Taxes 




Inheritance & Estate: 













Total Inheritance & Estate 




Cigarette Tax 




Tobacco Products 




Oil Companies 




Alcoholic Beverages 




Real Estate Conveyance 




Stock Transfer 




Admission, Dues & Cabaret 19,795,609.02 



Unincorporated Business 




Occupational Tax 




Hazardous Waste 




Solid Waste 




Seed Oyster 









Motor Carrier 
















Total Licenses 









Gaming Policy Board 
Division of Special Revenue 

WILLIAM V. HICKEY, Executive Director 

William T. Drakeley, Deputy Executive Director 

Established - 1971 Statutory authority - Chap. 226 and 226b 

Central office - 555 Russell Road, Newington, Conn. 06111 

Average number of full-time employees - 405 

Recurring operating expenses - 1989-90 - $38,468,067 

Capital outlay - $398,114 

Organization structure - Office of the Executive Director; Lottery Unit; Off-Track 

Betting Unit; Gambling Regulation Unit; Administration Unit; Licensing and 

Integrity Assurance Unit; Planning and Research Unit, and Security Unit. 


The 1989-90 fiscal year was the 1 1th in which the Gaming Policy Board and Division of Special 
Revenue have regulated and administered legalized gaming activities pursuant to Conn. Gen. Statutes 
Chaps. 226 and 226b of the General Statutes. It was also the 10th year in which the board and division 
have operated under the Department of Revenue Services for administrative purposes only. 

A total of $1,028,032,000 was wagered by participants in legal gaming activities as follows: 
$193,429,000 at off-track betting facilities; $309,245,000 at the greyhound and jai alai parimutuel 
facilities; $525,358,000representedlottery sales. Transfers to the General Fund totaled $265 ,729,000. 

During the year, the Gaming Policy Board convened 10 regular meetings and three special 
meetings. Among actions taken, the board gave its advice and consent to the appointments of Gregory 
P. Ziemak as Lottery Unit chief and John E. Herman as Security Unit chief; approved a division 
contract with Channel 20, Inc. to provide the production and broadcast of lottery drawings at the 
division's Alumni Road, Newington facility; approved game procedures for a variety of Instant 
Lottery games; approved procedures for the 6/44 Lotto Game as well as a related "Free play" 
promotion; approved administrative regulations governing amusements and recreational Bingo; 
approved 1990 performance dates for Plainfield Greyhound Park, and Bridgeport, Hartford and 

Milford jai alais; approved Milford Jai Alai's request to reactivate PIK6SIX Sweepstakes; and 
approved contracts with Churchill Downs, Inc., Maryland Jockey Club, Del Mar Thoroughbred Club, 
Pompano Park and numerous other organizations concerning the transmittal of racing information for 
the Kentucky Derby and other races of national interest for use in Connecticut's off -track betting 

The 1989-90 fiscal year was the 18th for the state's lottery operation. 

Sales totaled a record $525,358,000, with $227,650,000 transferred to the General Fund and 
$258,348,000 awarded in prizes. The breakdown by game follows: 



General Fund 

Prizes Awarded 

Daily/Play 4 
















Since its inception, the lottery has generated total sales in excess of $4, 1 15,000,000, has transferred 
over $1,767,000,000 to the General Fund and has awarded over $2,088,000,000 in prizes. To date, 
over 317 people have won prizes of $1,000,000 or more. 

The Gambling Regulation unit oversees the operation of greyhound racing and the sport of jai alai 
within the state, and the parimutuel wagering on these activities. As of June 30, 1990 there were 40 
individuals employed in the Gambling Regulation unit, the majority of whom are assigned to the four 
parimutuel facilities operating in the state: 

Connecticut Yankee Greyhound Racing, Inc. of Plainfield (Plainfield Greyhound Park) operated 
from July 1, 1989 - December 31, 1989 and from January 1 1990 - June 30, 1990. A 

total of 653,390 patrons attended performances (206 evening, 51 twilight and 190 matinee) at this 
facility and wagered $96,456,310. A total of $78,179,168 was returned to the public, $11,453,227 to 
the association. A total of $6,632,174 was transferred to the General Fund. The Town of Plainfield 
received a total of $482,282 in parimutuel taxes. 


Berenson PariMutuel, Inc. of Hartford (Berensons' Hartford Jai Alai) operated from July 1, 1989 
- December 17, 1989 and from January 1, 1990 - June 30, 1990. A total of 422,443 patrons attended 
325 performances (247 evening, 78 matinee) at this facility and wagered $71,461,646. A total of 
$58,503,681 was returned to the public, $8,086,799 to the association and $4,156,547 was transferred 
to the General Fund. The City of Hartford received a total of $714,617 in parimutuel taxes. 

Bridgeport Jai Alai, Inc. of Bridgeport (Bridgeport Jai Alai) operated from December 3, 1989 - 
December 31, 1989 and from January 1, 1990 - May 31, 1990. A Total of 346,712 patrons attended 
232 performances (130 evening, 102 matinee) at this facility and wagered $63,221 ,802. A total of 
$51 ,742,891 was returned to the public, $7,152,085 to the association and $3,675,025 was transferred 
to the General Fund. The City of Bridgeport received $632,218 in parimutuel taxes. 

Connecticut Jai Alai, Inc. of Milford (Milford Jai Alai) operated from July 1, 1989 - December 2, 
1989 and from June 1, 1990 - June 30, 1990. A total of 531,253 patrons attended 241 performances 
(133 evening, 108 matinee) at this facility and wagered $78,104,807. A total of $63,944,708 was 
returned to the public, $8,837,387 to the association and $4,541,662 was transferred to the General 
Fund. The City of Milford received $781,048 in parimutuel taxes. 

Additionally, proceeds from unredeemed parimutuel tickets outstanding for more than one year 
amounting to $652,523 were transferred to the General Fund. 

The division, through its Gambling Regulation Unit, has monitored a total of 34,941 tests of urine 
specimens of greyhounds at Plainfield Greyhound Park for prohibited medication during the fiscal 
year. Fines were levied on 90 occupational licensees totaling $5,985 for violations of parimutuel rules 
and regulations after appropriate administrative hearings as follows: Greyhound racing - 77 fines 
totaling $4,535; jai alai - no fines at Berensons' Hartford Jai Alai, five fines totaling $1,200 at 
Bridgeport Jai Alai, and eight fines totaling $250 at Milford Jai Alai. 

Off-track betting's 14th year of operation was highlighted by the June 1,1990 opening of a new 
facility in West Haven that will serve as a prototype for future facilities. During the year, Teletrack 
offered a total of 619 performances (310 evening, 309 nighttime) with 425,095 patrons wagering 

The branch system and telephone betting produced combined revenue of $110,469,000 for an 
overall total of $193,428,000 in off -track betting revenue. This is an $8,693,000 decrease from the 
previous year. Of this amount, $154,742,000 was returned to the public; $10,196,000 in payments to 
tracks; $7,991 ,000 for the American Totalisator Company (Amtote); and, in accordance with the 
provisions of Public Act 86-318, and $1,958,000 - an $88,000 decrease compared to the previous 
fiscal year - was paid to the municipalities that have an off-track betting facility. Transfers to the 
General Fund totaled $18,300,000, or a decrease of $1,300,000 compared to the 1988-89 fiscal year. 

The Licensing and Integrity Assurance unit is responsible for performing vital accounting 
functions for all gaming operations, the settlement of all lottery claims, and the issuance of 
occupational licenses to employees of pari-mutuel facilities, lottery and off-track betting services. 

During the year, the unit completed annual audits atPhinfield Greyhound Park for the fiscal years 
ending December 31,1986 and December 31,1987; Hartford Jai Alai for the fiscal years ending 
December 3 1,1987 and December 3 1,1988; and Milford Jai Alai for the fiscal years ending December 
31,1987 and December 31,1988. Additionally, an audit at Bridgeport Jai Alai for the fiscal years 
ending December 31,1988 and December 31,1989 was in progress as of June 30. 

The unit's Licensing Section approved 3,729 occupational licenses, with license fees totaling 
$44,945. Jai Alai, dog racing and teletrack performance fees, totaling $167,350, were collected in 
accordance with the provisions of P. A. 86-312 and deposited in the chronic gamblers treatment and 
rehabilitation fund. 

The Planning and Research Unit continued coordinating and supporting long-range planning for 
the agency. Major planning efforts focused on business planning. The unit also planned and monitored 
assistance and support to many agency wide projects during the year. The unit continued to be involved 
in administrative hearings. 

The research efforts of the unit have contributed to critical decisionmaking by providing estimates 
and analyses on a variety of issues. Finally, the unit continued to provide status reports and 
information to the board, division management and the legislature in its role as agency legislative 

The Security Unit's responsibility to maintain the integrity of legalized gaming operations 
administered and regulated by the division continued to be an integral and vital function. This unit also 
provides support services to all other units within the division and maintains a cooperative working 
relationship with the Legalized Gambling Investigative Unit of the state police and the Office of the 
Chief State's Attorney. 

During the 1989-90 fiscal year, the Security Unit initiated 215 investigations, involving both 


criminal and administrative violations pertaining to legalized gaming operations. Additionally, 62 
referrals were made to the Legalized Gambling Investigative Unit of the state police. 

The division's Administration unit continued to perform the support functions of budget prepa- 
ration and management, purchasing, internal accounting, data processing, and buildings and grounds 

The Licensing and Integrity Assurance Unit's Charitable Games Section completed its 3rd year 
regulating gambling conductedby charitable organizations pursuantto Conn. Gen. Statutes Chap. 98. 
During that time 532 organizations were issued bingo permits; 2,179 individual identification 
numbers were issued to bingo workers; 357 organizations were permitted to sell sealed tickets; 1,213 
individual sales permits were issued for sealed tickets; 1,473 permits were processed for raffles and 
bazaars. Under Conn. Gen. Statutes Sec. 7-169c, nine organizations were registered to conduct 
recreational bingo for senior citizens. Also registered to service permittees were a total of 29 
equipment dealers. 

A total of S83,680 was collected in permit fees from all activities. It authorized 497 organizations 
to conduct bingo games, 

which yielded a reported $26,364,086 in gross receipts and $6,643,093 in net profit and $414,804 
in taxes/fees payable to the state. 

A total of 16,405, 056 sealed tickets were distributed with aretail value of $6,538, 128. These tickets 
will generate $1 ,643,934 in revenue for the charitable organizations selling them and have returned 
$653, 8 13 to the state. Organizations conducting the raffles andbazaars reported $18,418,354 in gross 
receipts and $10,174,288 in net profit, while those conducting games of chance or Las Vegas nights 
reported $287,557 in gross receipts and $83,619 in net profit. 

During 1989-90, the division benefited from the volunteer services of 40 senior citizens, who 
contributed 120 hours of service, valued in excess of $1,200 to support special and sales agent 
drawings in Connecticut' s Instant Lottery. 

In compliance with Conn. Gen. Statutes Sec. 46a-78, the Division of Special Revenue and all 
contractors, subcontractors and licensees with whom the division does business are strongly 
committed to provide equal opportunities in employment to all qualified persons solely on the basis 
of job related skills, ability and merit. 

The division continues to take affirmative action in its employment practices giving applicants and 
employees equal treatment, without regard to race, color, religion, sex, national origin, ancestry, 
physical disability, mental disorder (past/present history), age, blindness, marital status, mental 
retardation and criminal record. Such actions include, but are not limited to, employment, upgrading, 
demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or 
other forms of compensation and selection for training including apprenticeship. 

The Division of Special Revenue did not knowingly do business with any bidder, contractor, 
subcontractor, or supplier of materials who discriminates against members of any class protected 
under Conn. Gen. Statutes Sec. 4-1 14a as amended by P. A. 83-559, Sec. 8. 

The ultimate responsibility for implementation and enforcement of the affirmative action program 
for the division rests with the executive director. 

The division's affirmative action office is administered by a full-time affirmative action admin- 
istrator who reports directly to the executive director. During 1989-90, it was the responsibility of the 
affirmative action administrator to develop and implement a plan of action to ensure equal opportunity 
for all employees of the Division of Special Revenue and all applicants for employment. The 
affirmative action administrator was also responsible for evaluating agency policies and procedures 
encompassing all areas of the employment process including recruitment, selection, job specifica- 
tions, employment application, interviewing, hiring, employee orientation, training, upward mobility 
and counseling. 

Members of the Gaming Policy Board during the year were: Bruce D. Cowen, Glastonbury, 
chairman; Roland H. Lange, West Hartford; Nelson C. L. Brown, Glastonbury and Robert G. Mooney 
of East Windsor. William V. Hickey, executive director, Division of Special Revenue was an ex 
officio member of the board. 



Department of Banking 

HOWARD B. BROWN, Commissioner 

Paul J. McDonough, Deputy Commissioner 

Established - 1837 Statutory authority - Title 36 as amended, General Statutes 

Central office - 44 Capitol Avenue, Hartford, Conn. 06106 

Average number of full-time employees -159 

Recurring operating expenditures - 1989-90 - $9,081,755 

Organization structure - Administrative Division, 

Bank and Credit Union Regulation Division, Consumer Credit Division, Securities 

and Business Investments Division 


The Department of Banking regulates and examines financial institutions and various related 
entities chartered, licensed, or registered by the state. This is to monitor the safety and soundness of 
institutions falling within the jurisdiction of the department in a manner that accommodates thepublic. 

The banking commissioner is also charged with administering the securities, tender offers, and 
business opportunity laws, the Truth-in-Lending Act and other consumer credit laws, the Home 
Mortgage Disclosure Act, and a major portion of the Act Concerning Security Deposits pertaining to 
rents. In addition to its regulatory and administrative functions, the department responds to inquiries, 
investigates complaints, and compiles and disseminates financial data relating to regulated entities. 

Regulatory Function 

The department maintains a separate Banking Fund. All department expenditures are covered by 

Institutions Supervised in 1989 • 90 


June 30, 1989 

June 30, 199C 

54 54 

State bank and trust companies (301 branches) (325 branches) 
Trust departments of state bank 
and trust companies 14 14 

64 63 

Savings banks 

(530 branches) (517 branches) 

Trust departments of savings 




Savings banks life insurance 


(19 branches) 

(19 branches) 

Savings and loan associations 

Credit unions 



Small loan licensees 



Sales finance licensees 



Collection agencies 



Secondary mortgage licensees 



First mortgage licensees 






B roker-dealer agents 



Investment advisors 



Investment advisor agents 



Debt adjuster 



Agent of issuer 



Secutities registrations 



Business opportunity registrations 



Money order and travelers' check 




Check cashing licensees 


Bank holding companies 





assessments and fees levied against institutions and individuals licensed and regulated by the banking 
commissioner. Fees and assessments collected totaled $9,619,312 for 1989-90 and were sufficient 
to meet all expenditures. 

Administrative Division 
The Administrative Division establishes the policies and basic guidelines for the overall manage- 
ment of the department, to administer, direct, supervise, control and support the operations of 
examining, licensing and registering of Connecticut's financial and related institutions. 

Bank Examination Division 

The BankExamination Division is responsible for the supervision of state -chartered bank and trust 
companies, savings banks, and savings and loan associations. This division also licenses money 
forwarders and check cashers and has responsibility for analyzing branch applications, acquisitions, 
mergers, conversions, and new bank applications. The division also registers and supervises bank 
holding companies. 

Final Certificates of Authority to commence business were granted to First City B ank, New Britain, 
and Prime Bank, Orange. Additionally, Maritime Bank, Essex, and Windham Bank, Willim antic, are 
in organization and operating under Temporary Certificates of Authority . ConnecticutPopular B ank, 
New Haven, failed to apply for an extension of its Temporary Certificate of Authority which expired 
December 22, 1 989 prompting the commissioner to invalidate the Temporary Certificate of Authority . 
One application is pending. 

Other significant activity included approval of 20 branch applications, three merger applications, 
and four applications under the Bank Holding Company Act. Four applications under the Bank 
Holding Company Act, including one interstate transaction, are pending. 

Credit Union Division 

This division examines and supervises state-chartered credit unions and meets with officers and 
directors of each credit union to review the findings of the examination report. The division also offers 
assistance to new credit unions in an effort to ensure that directors, officers and committees understand 
their responsibilities and obligations under the law. 

As of June 30, 1990, there were 97 state -chartered credit unions licensed and operating as nonprofit, 
nonstock corporations in Connecticut. All share accounts in credit unions chartered by this state are 
federally insured to $100,000 per account by the federal National Credit Union Administration. 

During 1989-1990 there were six mergers. No credit unions were liquidated and none converted 
to federal charters. Share draft programs have been authorized in 25 of the state-chartered credit 

Among the laws and regulations passed by the 1990 General Assembly was Public Act 90-26, 
which will provide state-chartered credit unions with greater flexibility in obtaining members, selling 
shares and providing employee compensation and fringe benefits; clarifying statutory language 
concerning shares and types of share accounts available to credit union members; clarifying credit 
union dividend requirements and modifying signature requirements for credit union annual reports 
to the commissioner. 

Securities and Business Investments Division 

The division's administrative jurisdiction relates to the securities, business opportunity and tender 
offer laws. 

The Registration Section reviews and processes applications for securities, business opportunity 
and tender offer registration. It registered 5,119 initial and renewal securities offerings and 75 initial 
and renewal business opportunity programs. In addition, the section processed 1,640 securities 
exemption filings. 

The Broker-Dealer and Investment Adviser Registration Section reviews and processes applica- 
tions for the registration of broker-dealers, broker-dealer agents, investment advisers, investment 
adviser agents, and agents of issuers wishing to transact business in Connecticut During 1989-90, 
there were 55,915 registrants, representing an increase from the previous fiscal year. In addition, the 
section conducts periodic examinations of both main offices and branch offices of Connecticut 
registered broker-dealers and investment advisors. The section conducted 48 examinations during the 

The Enforcement Section is charged with investigating and initiating action against persons who 
have violated the Connecticut Uniform Securities Act and the Connecticut Business Opportunity 
Investment Act. One hundred and seventy securities investigations and 50 business opportunity 
investigations were opened during 1989-90. Many of the investigations were a result of written 


complaints received from the public. In conjunction with its investigative function, 132 securities 
subpoenas and four business opportunity subpoenas were issued. Ten cease-and-desist orders were 
issued relating to securities matters, and eight cease-and-desist orders were issued relating to business 
opportunity matters. 

The commissioner signed 54 stipulation and settlement agreements and seven consent orders with 
respect to securities issues. Also, 14 notices of intent to deny, suspend or revoke registration, seven 
orders denying, suspending or revoking registration and five notices of intent to fine were issued 
regarding securities matters. 

The commissioner also referred five securities matters to the Office of the Attorney General. 

Consumer Credit Division 

This division is responsible for the licensing and regulation of small loan companies, sales finance 
companies, first mortgage lenders, secondary mortgage loan brokers and lenders, consumer collection 
agencies, and debt adjusters. It is also responsible for enforcement of the state's Truth-in-Lending 
law as well as a number of other laws related to consumer credit. 

As part of its enforcement activities, the division responds to a large number of consumer inquiries. 
During the year the division conducted 893 examinations of businesses subject to the state' s consumer 
credit laws and received 1,303 written inquiries related to consumer credit matters. In addition, the 
division's staff received 13,482 consumer telephone inquiries. 

Public Outreach 

Public outreach has a high priority in the department. The commissioner and other staff members 
have addressed groups throughout the state, participated in conferences, workshops and panel 
discussions, and have provided testimony to federal and state legislators dealing with the many new 
issues that concern both consumers and the industry. 

Each division within the department has assigned personnel and established procedures so that 
complaints and inquiries are responded to promptly. Complaints alleging discriminatory or other 
illegal practices are investigated and appropriate administrative action is taken in a timely manner. 
Landlord-tenant disputes concerning the return of security deposits are mediated, and legal remedies 
may be sought in the event of violations. 

The department has pamphlets available to the public to enhance their understanding of services 
provided in the financial marketplace and to help recognize fraudulent investment offers. Investor 
Alerts andother pertinent investor information are disseminated periodically as is theSecuritiesBulletin, 
which highlights enforcement measures taken by the department's Securities and Business Invest- 
ments Division. A pamphlet is also available explaining the key issues regarding tenant-landlord 
responsibilities on rent security deposits. Areport on the financial condition of depository institutions 
is compiled, analyzed and published annually. 

Equal Employment Opportunity and Affirmative Action 

The department of Banking is deeply committed to implementing the letter and spirit of affirmative 
action, equal employment and promotion and contract compliance. The department's Affirmative 
Action Plan was approved by the Commission on Human Rights and Opportunities. The department' s 
progress in the attainment of affirmative goals is evidenced by the following data for 1989-1990: 

Females comprised 52 percent of the total work force and 31 percent of all new hires during the 
period. Black persons comprised 14 percent of the total work force and 31 percent of all new hires. 
Hispanics, who comprise 4.9 percent of the total work force, accounted for 1 percent of all new hires 
during the period, while other race persons made up 4.9 percent of the total work force and 1 percent 
of new hires. 

Of 24 promotions during the reporting period, 14 or 58 percent were female and four or 17 percent 
were black. 

The department was involved in a variety of aggressive and innovative recruiting upward mobility 
and external outreach programs during the reporting period including teen age and college intern and 
orientation programs. 


Insurance Department 

PETER F. KELLY, Commissioner 

William J. Gilligan, Deputy Commissioner 

Established - 1865 Statutory authority - Title 38 

Central office - mailing - 165 Capitol Ave., Hartford, Conn. 06106 

Office location - 153 Market St., 11th Floor, Hartford. 

Average number of full-time employees - 79 
Recurring operating expenses - 1989-90 - $3,830,152 
Capital outlay - $947,888 
Organization structure - Administration Division, Life and Health Division, Licens- 
ing and Investigations Division, Property and Casualty Division, Examination 
Division, Market Conduct Division and Consumer Affairs Division 


The Insurance Department regulates the insurance industry in accordance with four fundamental 
regulatory objectives: the continued solvency of insurance companies and insurance -related entities 
so that they may faithfully discharge their contractual obligations to their policyholders and claim ants, 
the maintenance of a stable market for insurance at affordable rates, the continued licensing of 
trustworthy and competent agents, brokers and adjusters, and the fair, just and equitable treatment of 
policyholders and claimants by those persons and entities regulated by the Insurance Department. 

The legal services rendered within the department are provided by two attorneys within the office 
of the Commissioner. The department's legal counsel drafts legislation, regulations, declaratory 
rulings and other legal documents, participates in department hearings, and provides legal advice to 
the commissioner, the deputy commissioner and the staff within each of the seven divisions of the 
department on a broad spectrum of issues that arise in regulating the insurance industry. 

The department counsel also acts as liaison with the General Assembly, and monitors and analyzes 
bills and newly enacted legislation. 

During the year, the department counsel continued to supervise for the commissioner his joint 
project with the Law Revision Commission to recodify and substantially revise the insurance laws of 
Connecticut. As part of this project, the General Assembly enacted legislation revising Title 38 of the 
General Statutes - Public Act 90-243; laws concerning reinsurance - P.A. 90-41; health care centers 
- P.A. 90-69; and title insurance - P.A. 90-218. 

The Legal Office during the year promulgated eight regulations, participated in 76 license 
enforcement proceedings or stipulated settlements that resulted in the assessment of $210,899 in fines 
and penalties, participated in five insurance-rate hearings and one hearing on the acquisition of control 
of a Connecticut-based insurer. This office is also responsible for monitoring the activities of the 
Connecticut Insurance Guaranty Association and the Connecticut Life and Health Insurance Guar- 
anty Association, as well as the management of the commissioner's receivership activities. 

Conn. Gen. Statutes Sec. 38-13 requires that this report to the Governor reflect the names of 
companies involved in receivership proceedings. As described below, the Insurance Commissioner 
served as the liquidator of one health maintenance organization (HMO) and served as ancillary 
receiver of seven insurers based in other states. 

The Insurance Commissioner was appointed liquidator of Liberty Health Plans, Inc., of Naugatuck, 
on April 25, 1989. Liberty was an HMO that served more than 10,000 members in the Greater 
Waterbury area. During the year the liquidator marshalled the assets of Liberty and gave notice to 
interested persons of their right to file claims against the estate of this insolvent HMO. As of June 26, 
1990, the Liberty receivership had $1,550,983 in assets, including $360,000 paid to the liquidator by 
an insurer in settlement of the liquidator's claims against the officers and director of Liberty and 
several other related companies. The total liabilities of this receivership as of June 25,1990 was 
$4,329,484, including $4,071,948 in approved medical claims. The commissioner, in the discharge 
of his statutory duties as liquidator, has taken all lawful steps to maximize the amount of money that 
will be returned to subscribers and creditors of Liberty. 

On August 7, 1986, the Insurance Commissioner was appointed ancillary receiver of Allied Fidelity 
Insurance Company, an Indiana insurance company that was placed in liquidation on July 15, 1986. 
During the year, the ancillary receiver reported to the court that the ancillary receivership estate had 
$661,863 in assets as of September 30, 1989, and surety claims totalling $657,630, which are subject 




to a priority claim asserted by the U.S. Department of Justice on behalf of the United States, its 
departments, agencies and instrumentalities. On June 19, 1986, the Insurance Commissioner was 
appointed ancillary receiver of American Druggists' Insurance Company, an Ohio corporation that 
was placed in liquidation in April 1986. On May 3, 1990, the Superior Court approved the ancillary 
receiver's final report and application to terminate the ancillary receivership. Subsequently during the 
year, the ancillary receiver, with the approval of the court, paid the Connecticut Insurance Guaranty 
Association its claim in the amount of $87,072 and returned $187,478 as the balance of the ancillary 
receivership assets to the Superintendent of Insurance as liquidator of this company. 

On April 26, 1989, the Insurance Commissioner was appointed ancillary receiver of American 
Mutual Liability Insurance Company (AMLICO) and American Mutual Insurance Company of 
Boston (AMI), both based in Massachusetts and placed in liquidation on March 9, 1989. As of 
February 28, 1990, the assets of the AMLICO and AMI ancillary receiverships totalled $26,774,874 
and $4,819,354, respectively. During the year, the Ancillary Receiver gave notice to interested 
persons of their right to file a claim with him on or before March 9, 1990, and commenced the review 
of the proof of claims to develop recommendations to the court on the allowance of such claims. The 
insolvency of AMLICO and AMI triggered the coverage of the Connecticut Insurance Guaranty 
Association and the ConnecticutLife andHealth Insurance Guaranty Association (CLHIG A). During 
the year, the U.S. Department of Justice notified the ancillary receiver that the United States, its 
departments and instrumentalities, assert priority status under federal law over claims filed with him 
concerning any debts owed by AMLICO and AMI to the United States. As authorized by the Superior 
Court, the ancillary receiver made a distribution to CLHIGA in the amount of $356,217 for the 
expense it had incurred in continuing benefits owed to Connecticut residents under certain AMLICO 
disability insurance policies, thereby minimizing the premium tax offset granted to insurers by law 
for the AMLICO claims CLHIGA will pay. 

In November 1989, the Insurance Commissioner was appointed ancillary receiver of Enterprise 
Insurance Company (EIC), Mission Insurance Company (MIC), and Mission National Insurance 
Company (MNIC), California companies under liquidation. As of February 20, 1990, the ancillary 
receiverships had assets of $57,920 forEIC, $1 17,819 for MIC, and $57,920 for MNIC. As authorized 
by the Superior Court, the ancillary receiver gave notice to interested persons of their right to file proof 
of workers' compensation claims against the receivership assets on or before May 1, 1990. 

[1989 Calendar Year Premiums Written in Connecticut 

Individual life 

$ 963,716,738 

Individual annuities 


Group life 


Group annuities 


Credit life 


Industrial life 


Accident and health - group 


Accident and health - individual 


Workers* compensation 


Automobile - private passenger 


Automobile - commercial 






Commercial multi-peril 


Medical malpractice 


Other liability 


All other property-casualty 


Surplus lines 




AsofMarch31, 1990, CIGApaid in claims andexpenses $178,150 for MIC claims and $1, 152,963 
for MNIC claims. 

Administration Division 

The Administration Division, through its Business Administration Office, is responsible for all 
functions relating to budget and fiscal services. These services include: preparation and administration 


of the budget, payroll preparation, personnel administration, development of the department's 
affirmative action plan, and payment of all expenses necessary for operation of the department. The 
business office collects and deposits all proceeds due the department from fees generated from 
insurance companies, agents, brokers and adjusters. During the year, $6,290,363 was collected in 
various fees and $2,783,846 was collected from the 4 percent premium tax levied on surplus line 
insurers. Expenses billed and recovered from Connecticut-based insurance companies for assessment 
of the cost of the Insurance department were $6,387,107. 

Life and Health Division 

This Division reviews all group and individual life and health insurance policies that are delivered 
or issued for sale in this state by licensed insurance companies. 

These policy forms must be approved by the department prior to their being offered for sale. The 
policies are reviewed to see that they are in compliance with the state laws and regulations governing 
life and health forms. The division also processes requests for rate increases on individual accident 
and health policies. 

The division receives and responds to telephone calls and written inquiries concerning the technical 
aspects of life and health insurance coverage. 

The division is responsible for reviewing the applications of those firms that want to establish 
alternative-care delivery systems known as health maintenance organizations (HMOs). All financial 
aspects of the operations of the HMOs are monitored by the division subsequent to approval of the 
application, including the rates to be used. There were 11 HMOs in Connecticut at the end of 1989 
with approximately 550,000 people enrolled. 

Licensing and Investigations Division 

This division is responsible for ensuring that only competent and trustworthy persons are licensed 
to perform insurance services in Connecticut. The division is divided into two sections: the Licensing 
Section and the Investigations Section. 

The Licensing Section determines the acceptable qualifications of all applicants in nine categories 
of licenses and issues the licenses. 

At present, approximately 217,519 licenses to sell various types of insurance have been issued to 
48,367 insurance agents. In addition, there are currently 6,090 licensed insurance brokers, 4,225 
casualty adjusters, 1,446 motor vehicle physical damage appraisers, 138 fraternal agents, 136 excess 
line brokers, 509 certified insurance consultants, 108 public adjusters, 36 administrators and 54 
premium finance companies. This year, the Licensing Section received 41,916 agent license 
applications. In total, the department received 43,930 applications for licenses in nine different 

License examinations were administered to 12,228 individuals seeking licenses to sell or service 
insurance in this state, 10,948 of which were administered by an outside testing firm. The division 
issues approximately 7,326 certifications to individuals wanting to obtain licenses in other states. 
Licenses are issued to both resident and non-resident applicants. 

The Investigations Section is responsible for reviewing licenses to determine whether the person 
or entity remains qualified to be licensed and, when appropriate, initiate administrative action against 
those licensees who violate insurance laws or regulations. In performing this function, the examiners 
in this section review all complaints received from individuals and insurance companies against 
licensees. Upon final review of the evidence compiled, the examiners will recommend appropriate 
administrative action. In addition, this section investigates complaints received from insurance 
companies regarding agents' failure to remit premiums pursuant to Conn. Gen. Statutes Sec. 38-92a. 

During the past year, the Investigations Section conducted 393 investigations. Administrative 
action was required in 47 of those cases. The results of those cases were 17 license revocations, seven 
licenses surrendered, 23 fines imposed totalling $32,554 and issued two cease and desist orders. 

Examination Division 

The principal function of this division is to examine the solvency of the insurers licensed to transact 
the business of insurance in the State of Connecticut. "Insurer" includes life insurance companies; 
property casualty insurance companies; mortgage guaranty insurance companies; health maintenance 
organizations' fraternal benefit societies and life insurance departments of savings banks. 

Each insurer licensed to transact business in the state is required to submit annually to the division 
a statement of the company ' s financial condition and a summary of all business transacted by it during 
the preceding calendar year. On March 1, 1990, annual statements were filed by 1,007 insurers that 
were licensed as of December 31, 1989, a net increase of 31 over the previous year. A company's 


license is renewed only if its financial condition, as exhibited in its annual statements, meets the 
requirement necessary to protect the public interest. 

During the 1989 calendar year, 37 insurers had their licenses amended to given them authority to 
delete or write additional lines of insurance, and 12 insurers had their licenses restricted as a result 
of action by the department. On June 30, 1990, 1,013 insurers were licensed to do business in 
Connecticut. During the 1989-90 fiscal year, 81 conferences were held with insurers to discuss their 
financial conditions. Company examinations remain one of the most important phases of insurance 
supervision and solvency maintenance. Recognizing that company examinations may overlap with 
those performed by inside auditors and independent public accountants, the Examination Division 
adopted new procedures for the office and field examinations of the 1,013 licensed insurers in 

This is the 7th year that the division has been operating under its new format to provide for a more 
effective financial monitoring and examination system. The financial team comprises 12 examiners 
reporting to a supervisory examiner. The team monitors and performs desk audits of the licensed 
companies. Team members, at various times, participate in field examinations of the Connecticut- 
based companies under the direction of the field supervisory examiner. 

State law requires that insurers be examined at least once every five years. For a Connecticut insurer 
to continue to do business in other states, they must furnish the other states with a report of examination 
or lose the privilege of doing business outside Connecticut. In the 1989-90 fiscal year, the division 
had all insurers examined on a four-year cycle. Connecticut-chartered insurers are now given a 
"targeted" or "limited" examination, which means a company can be given a complete examination 
of all its assets and liabilities, if an office audit indicates such is required, or a limited asset-liability 
examination if that appears warranted. 

During the 1989-90 fiscal year, the division filed examination reports on 34 insurance entities, 
including 11 organizational examinations for newly chartered insurers in the state. 

Insurance companies not licensed in Connecticut, but desiring to do business in this state, must 
obtain a license from the Insurance Commissioner. The Examination Division processes these license 
applications. On January 1, 1989, there were 142 applications pending. During 1989, 57 new 
applications were received, 32 were licensed to write business in Connecticut and 20 applications 
were rejected and there were 147 applications pending on December 31, 1989. 

Conn. Gen. Statutes Sec. 38-130 requires the Insurance Commissioner value the reserves that must 
be held by domestic companies for their life insurance and annuity contracts. The Examination 
Division performs the required valuation work and as of December 3 1, 1989, general accountreserves 
amounted to $54.1 billion and $33.5 billion for separate account reserves. 

All annual and quarterly financial statements filed by licensed insurers are public documents and 
are available for public inspection. The division recorded 488 persons reviewing these public 
documents during the fiscal year. A total of 10,390 telephone calls were received by the Division. 

Property and Casualty Division 

This division is responsible for reviewing all filings submitted by insurance companies relating to 
property and casualty insurance. During the year, the division handled 3,229 filings pertaining to 
changes in policy forms, manual rules and rates and filings required for monitoring competition. 

The Property and Casualty Division regulates 21 major lines of insurance sold by 423 companies 
at an annual cost in Connecticut over $4.3 billion in 1989. 

The division regulates property and casualty insurance through a three-tier system of laws. 
Competitive-rating laws establish standards for regulation of personal risk insurance that include such 
lines as private passenger automobile, homeowners, dwelling and other insurance covering personal 
and household needs. The laws rely on competition in the marketplace to establish and maintain 
competitive standards. 

The division monitors market share of major insurers, reviews pricing among insurers for standard 
types of coverage and price comparisons among companies. Because price awareness is necessary to 
make an informed choice, the division publishes consumer guides with price comparisons of major 
carriers throughout the state for homeowners and automobile insurance. 

Commercial Insurance 

Commercial insurance is subject to file and use rating laws, which also rely on competition subject 
to the standard that no rate shall be deemed excessive unless such rate is unreasonably high for the 
insurance provided or a reasonable degree of competition does not exist. 

Commercial insurance includes property and liability insurance coverages for all commercial 
vehicles and enterprises and includes insurance for manufacturers, contractors, hospitals and 


municipalities. It also includes insurance covering professional liability insurance for doctors, 
dentists, lawyers and other professionals, as well as title insurance, mortgage and bond guarantee, 
inland and other lines such as fidelity, surety, glass and burglary insurance. Commercial insurance 
covers home day care, liquor liability, environmental pollution, asbestos removal liability and other 
specialty property and liability coverages. 

The division examines submissions of the forms, rules, rates and programs from companies, rating 
and advisory organizations and requires changes where necessary to conform to applicable law and 
statutes. The division monitors price competition and levels of availability of needed insurance. 
Where appropriate, the division will recommend legislation or request authority to issue regulations. 

Workers' compensation insurance is regulated through prior approval laws, which require 30 days 
advance filing of changes in rates. Workers' compensation insurance premiums in Connecticut 

totaled $860 million for the 1989 calendar year. Such costs vitally affect Connecticut employers 
and their competitive position in business and industry in neighboring states. The division successfully 
reduced the requested overall loss cost level increase for voluntary business from an indicated 32. 
percent to 22. 1 percent, and reduced the requested rate-level increase for assigned risk business from 
an indication of 52.3 percent to 17.4 percent. These reductions result in a combined estimated net 
savings to Connecticut employers of approximately 7.3 percent or over $62 million. Competition has 
been enhanced through the enactment of P. A. 89-65 and in part through the use of credit deviations 
from group filed rates by one or more companies within that group. Public Act 89-65 requires each 
company to calculate its own expenses, investment income and adjust approved loss costs accord- 
ingly. All rates in the residual market are subject to prior approval by the commissioner. The residual 
market includes the Connecticut Automobile Insurance Assigned Risk Plan (CAIARP) and the Fair 
Access to Insurance Requirements (FAIR) Plan. 

Additional functions of the division are to license and examine rating, advisory and joint 
underwriting organizations and self-insurance pools and plans; serve on committees such as the 
Municipal Liability Trust Fund, the Connecticut FAIR plan and the Connecticut Automobile 
Insurance Assigned Risk plan. It has fostered programs for day care liability, liquor law and nurses 
professional liability. 

The division acts as a ready source of information and resolution to consumer inquiries and 
complaints concerning the cost, content and availability of property and casualty insurance, and 
provides assistance to other state agencies, municipalities and the legislature. 

During the year, 588 complaints and inquiries were handled pertaining to premium computations, 
rule interpretations and coverage questions. 

Conn. Gen. Statutes Sec. 38-175p and 38-201y require all insurance companies that are licensed 
to write private passenger automobile liability or homeowners insurance to file underwriting 
guidelines with the commissioner. Companies are required to file any changes 30 days before they 
become effective. During the year 3 1 companies or groups filed 46 revisions with the commissioner. 

Seven companies filed experience with the commissioner for their mass-marketing programs 
covering the 1989 calendar year, as required by Conn. Gen. Statutes Sec. 38-185p. The combined 
written premium for these companies was approximately $45 million. This represented a 13-percent 
increase over the premium written during the previous calendar year. 

The Insurance Commissioner is responsible for establishing and approving plans to make 
automobile and property insurance available to persons and organizations who are unable to obtain 
insurance in the voluntary market. 

For automobile, the plan is known as the Connecticut Automobile Insurance Assigned Risk Plan. 
During the 1989 calendar year, the number of new applications for private passenger automobile was 
125,614 compared to 149,963 during the 1988 calendar year, a 16.2-percent decrease. For the first five 
months of 1990, there has been a 10.2-percent decrease over the same period in 1989. 

Commercial Automobile Insurance Procedure (C AIP) is a program in the plan that provides a loss- 
sharing mechanism among insurance companies for commercial risks. For the 1989 calendar year, 
4,771 assignments were made to the four insurance companies that are the servicing carriers for the 
CAIP Program. This was a 77-percent increase in the number of assignments compared to the 
corresponding period in 1988. The amount of written premium for CAIP risks was $15.4 million for 
the 1989 period, compared to $1 2.7 million for the 1988 period. For the first five months of 1990, there 
has been 22-percent decrease in the number of assignments and a 33-percent decrease in the premium 
written in this program, compared to the first five months of 1989. 

For property insurance the plan is known as the Fair Access to Insurance Requirements (FAIR) 
Plan. For the 1989 fiscal year, 4,281 policies were issued involving written premiums of $3.6 million. 

Twenty-four organizations and municipalities have filed applications for and received approval to 
self-insure under the state's no-fault vehicle insurance law. Eleven municipalities are self-insuring 


their private passenger vehicles. In addition, 14 organizations have approved programs in force in 
Connecticut. Before granting an approval for an organization other than a municipality, the 
organization must file an application to self-insure with the commissioner. Each self-insurer must 
provide evidence of financial security of the type and amounts required by the Commissioner. The 
organization must also submit periodic reports on accidents, contribute to the cost of operations of the 
Connecticut Assigned Claims Plan and must reapply at the end of each annual period to continue as 
an approved self -insurer. 

Municipalities are only required to notify the department that they are self-insurers. There are no 
other filing requirements for the municipalities. This division also has the legal authority to approve 
financial responsibility for outdoor amusements involving mechanical devices, tents, fireworks 
displays and indoor special effects. During the past year, in excess of 400 applications were reviewed 
and approved by the Insurance Department before permits to operate were granted by the State Fire 

Market Conduct Division 

This division conducts on-site examinations of an insurer's books and records to review the 
company's treatment of its policyholders and claimants. This includes claims, renewals, non- 
renewals and cancellations of policies issued to residents in this state. The division makes an analysis 
of reinsurance, resources and obligations of the examined companies. It also verifies charges for lines 
of insurance fall within the approved limits established by the department. 

The division maintains a list of eligible surplus lines insurers, adds those companies that meet strict 
financial and management criteria and eliminates those considered financially unsound. There are 62 
insurance companies on the list. The division collects taxes and audits tax returns of all excess lines 

Examinations are conducted as a matter of routine, at the request of other divisions, or when the 
department suspects market problems may exist in an insurer's Connecticut operation. 

The division determines whether risk retention and risk purchasing groups doing business in 
Connecticut comply with state and federal laws. There are 99 risk purchasing groups and 43 risk 
retention groups in compliance and 12 risk purchasing groups and two risk retention groups being 

Consumer Affairs Division 

The Consumer Affairs Division receives and reviews complaints and inquiries from residents of 
this state concerning their insurance problems, including claim disputes, and is a mediator in such 
disputes to assist the commissioner in determining whether legal requirements and contractual 
obligations within the commissioner's jurisdiction have been fulfilled. 

Staff within this division examine each complaint received to determine whether licenses of the 
department have acted properly and correctly pursuant to statutes, regulations and contractual 

Numerous complaints are justified and are resolved favorably on behalf of Connecticut's citizens 
following the examiner's review of all data pertinent to the complaint. Many additional complaints 
examined result in an examiner ' s conclusions that licensees complained against have acted properly. 
In these instances, examiners will respond in a manner designed to inform and educate the person 
filing the complaint. The remaining kinds of complaints received and examined result in factual 
disputes that require judicial review because the licensees have shown substantial defenses. 

The Consumer Affairs Division receives several hundred telephone calls each day. Examiners 
often submit information, 

advice and suggestions in response to callers' questions and these assist examiners in their review. 
In addition, many individuals each day personally appear at the division to file and discuss their 
complaints with examiners. 

Frequently, when examining complaints, the Consumer Affairs Division staff will see indications 
of alleged wrongdoing by licensees. In these instances, examiners will continue their efforts on behalf 
of the consumer and refer the information to the proper division within the department. 

The Consumer Affairs Division documents all complaints received and submits quarterly reports 
to the commissioner. These reports have the numbers and types of complaints received and the number 
of complaints that have been resolved. The computerized complaints system in the department 
identifies the complaints, companies individuals and organizations against whom complaints were 
filed, source of complaints, coverages, reasons for complaints, disposition of complaints, recovery 
amounts, justification determinations, status and enforcement action. These records and reporting 
capabilities help to find problem areas and they are shared with other divisions. 


Effective July 1, 1989 the Consumer Affairs Division established criteria to provide an independent 

procedure for the settlement of disputes between claimants and insurance companies concerning 
automobile physical damage and automobile property damage liability claims in which liability and 
coverage are not in dispute. 

In addition, the department maintained records of each dispute and have compiled appropriate 
statistics to send a copy to the Insurance Committee of the General Assembly. 

The Consumer Affairs Division published a ranking of insurance companies, comparing the 
number of complaints related to the premium volume. Two lists were published, one rating 
automobile insurers and one rating automobile complaints. 

Affirmative Action Policy 

It is the policy of this department to assure non-discrimination and affirmative action in all phases 
of the employment process including recruitment, application, interviewing, selection and testing, 
appointing, assigning, orientation, training, evaluation, promotion, and counseling without regard to 
race, color, religion, sex, age, national origin, ancestry, physical disability, marital status, present or 
past history or mental disorder, mental retardation, political beliefs or criminal record. 

To carry out this policy, the Insurance Department has undertaken positive action to overcome the 
present effects of 

past discrimination and to achieve, in a meaningful way, the full and fair utilization of women and 
minorities in the work force. It has developed a program of affirmative action and equal employment 
opportunity as an immediate and necessary objective that it pledges to aggressively pursue in every 
phase of its personnel policies. 

The Insurance Department shall continue to provide its services in a fair and impartial manner. 


Department of Labor 

BETTY L. TIANTI, Commissioner 

Lawrence S. Fox, Deputy Commissioner 

John E. Saunders HI, Deputy Commissioner 

Established - 1873 Statutory authority - Section 31-1 et al 

Central office - 200 Folly Brook Blvd., Wethersfield, Conn. 06109 

Average number of full-time employees - 1,126 

Recurring operating expenses - 1989-90 - federal - $64,357,276; state - $14,054,701. 

Capital outlay - federal - $1,175,723; state - $1,950. 


After years of robust development and growih during the mid-1980s, tne atmosphere of the 
Connecticut economy began showing signs of caution and uneasiness into 1990. Changes in the state, 
national and global economic environment prompted some retrenching. World tensions reduced 
somewhat, and the opening of new economic opportunities in eastern Europe led to a relaxation of 
advancing U.S. military strength. These developments were beginning to be felt by defense 
contractors and subcontractors. An abundance of housing for sale, together with the vacancy rate for 
commercial space, led to construction cutbacks despite the state government's infrastructure 

Preliminary estimates for June 1990 showed an annual 2.1 percent increase in the labor force. Non- 
agricultural employment, however, which had risen at an average annual rate of 2.4 percent from 1985 
to 1988, grew only 0.3 percent in 1989. As of June 1990, it showed a small decline. Meanwhile, 
unemployment was up 42.2 percent for the year, reaching 92,600 in June. The May unemployment 
rate of 5 .2 percent exceeded the national average for the first time since 1977, butby June had dropped 
below the nation's experience. Initial claims for unemployment benefits also rose over the year, new 
automobile registrations were down 27.2 percent and manufacturing output was off by 5.5 percent. 

Although the per capita income of Connecticut residents led the nation for the fourth consecutive 
year at $24,604, up 6.8 percent, indicators point to the rate slowing to 3.8 percent. Personal income 
climbed monthly to a new high in June when hourly factory wages of $ 1 1 .47 were also at a new peak. 

Many basic strengths of the state' s economy remain. Retail trade and services continued to expand, 
manufacturing still provided jobs for more than 21 percent of the workers and exports were rising in 
the world marketplace. 

Although some developments are viewed with caution, agency progress was recorded in many 
areas in the continuing effort to improve programs and services to the public and staff. 

A learning project to upgrade the skills of current healthcare workers leading to eligibility for 
registered nurse designation was launched jointly by the Department of Labor, Hartford Hospital and 
Greater Hartford Community College. The four-year pilot provides paid work release and book, 
uniform and tuition allowances during part-time college instruction. 

The Meriden local office moved to previously planned space to provide quality assistance to the 
public. In Hartford, the Unemployment Insurance office was combined in a central location with Job 
Service. Enfield, Ansonia and Middletown offices were renovated and alternate facilities were under 
review for possible moves. The Norwalk office was consolidated as an economy measure with nearby 
Stamford and Bridgeport operations without employee layoffs. Enhancements were achieved in data 
processing capability for programs in various units. 

A full-time administrator was added to direct affirmative action programs and work to provide 
upward mobility for the staff. The administrator's first undertaking was to complete the agency's 
affirmative action plan for submission to the Commission on Human Rights and Opportunities. The 
Office of Job Training and Skill Development, which includes apprenticeships, is now headed by its 
first female director; and the Occupational Safety and Health Division has its firstfemale occupational 
safety officer. 

Employment and Training Commission Established by the governor and the 1989 General 
Assembly, the Employment and Training Commission assumes duties and responsibilities of a state 
job-training coordinating council pursuant to provisions of the Federal Job Training Partnership 

Act (JTPA) Commission members represent business and industry, state and local government, 
organized labor, community-based organizations and the public. 

The Governor directed the commission to prepare a comprehensive human resource development 
plan to achieve four goals: match work force skills to those required in the workplace; improve 


LABOR 113 

opportunities for disadvantaged citizens; provide for the successful transition of youth into the future 
work force, and develop and maintain a coordinated education, job-training and placement system. 
In June 1990 the commission recommended the first Connecticut Human Resource Development 
Plan. It calls for implementing 14 strategies, including a plan and legislative proposal to provide adults 
with literacy, basic education and high school completion opportunities; methods to increase the 
percentage of high school graduates who find employment in the field for which they are prepared; 
a central clearing-house through which employers can gain access to state training services; 
streamlined procedures through which job seekers can access services and service providers; and a 
plan and legislative proposal for regional boards with responsibility for planning, coordinating and 
evaluating human resource development activity in their region. 

Unemployment Insurance 

Unemployment benefits paid during the year totaled S349 million. Benefits are available to 
qualified workers who are totally or partially unemployed through no fault of their own and are ready, 
willing and able to accept suitable full-time work and otherwise qualify under the law. In October 
1989, the maximum weekly benefit rate increased by S18 to S252. In addition, there is an allowance 
of S10 per dependent up to a maximum $50 per week. Benefits are payable for up to 26 weeks during 
a one-year benefit period. 

Benefits are covered by employer taxes that totaled $190 million and were paidby more than 95,000 
covered employers on the first $7,100 of each employee's wages. The balance in the Unemployment 
Insurance Trust Fund on June 30 was $189.5 million, including $22.8 million in accrued interest. 

As a result of Public Act 89-58, effective Jan. 1, 1991, employers and agents reporting wages for 
250 or more workers will be required to do so on magnetic tape or diskette. Magnetic reporting from 
approximately 1 ,000 employers is expected to save $50,000 in keypunch costs. Initial steps to prepare 
for this system were put in place, including publication of a guide for employers and a control system 
to monitor compliance. 

Two Connecticut counties were declared a major disaster by President Bush because of a tornado 
July 10, 1989. As a result, the Disaster Unemployment Assistance (DUA) Program took effect. Fifty- 
seven individuals received 430 weeks of benefits amounting to $60,791 in DUA funds. Emergency 
centers operated in Hamden, Waterbury and Litchfield. 

Eight Connecticut companies were certified by the U.S . Department of Labor for trade adjustment 
assistance. More than 770 workers applied for this federal program that provides extended unem- 
ployment benefits and re-employment services. 

The Immigration Reform and Control Act of 1986 mandates that alien-status verification proce- 
dures be implemented by agencies overseeing federally funded entitlementprograms. An Automated 
Alien Status Verification Index was implemented this year with access capability through terminals 
or personal computers in each unemployment local office. 

Employment Security Appeals Division 

The Employment Security Appeals Division, an independent, quasi-judicial agency that hears 
appeals regarding the granting or denial of unemployment benefits, consists of the Referee Section 
- the lower appeals authority - and the Board of Review - the higher appeals authority - The Referee 
Section is staffed by a chief appeals referee, 19 referees and 18 clerical employees. The Board of 
Review has a permanent chairman, two board members, with one representing management and the 
other labor, an assistant counsel, staff attorney and four clerical employees. 

The Referee Section received 15,982 appeals and disposed of 15,073 cases, and the board received 
1,596 and disposed of 1,541 appeals. Because of rising unemployment, the division experienced its 
heaviest case load since fiscal 1985-86. Although the board exceeded federal requirements for the 
timely disposition of appeals, the Referee Section, which lost four referees during the year, did not 
meet federal standards. The division is hiring six new referees and has developed a plan for addressing 
a backlog of approximately 3,600 cases. 

In its continuing efforts to educate the public about the Unemployment Insurance law, the board 
presented workshops for Chambers of Commerce in five towns and for three union groups. It also 
conducted a pilot program to provide an ombudsman in a local unemployment office. One new 
volume and two revised volumes of the Precedent Manual were published, and digests of numerous 
board decisions appeared in the Connecticut Law Tribune. 

Job Service 

Job Service registered 218,967 people for employment services and directly assisted 35,855 
applicants in securing employment. Of that total, 6,285 were veterans, 1,811 were people with 

114 LABOR 

disabilities, 8,701 were younger than 22 and 17,464 were unemployment Insurance claimants. 
Unemployment insurance claimants are required to register with Job Service to be eligible for 
benefits. Vocational counseling and aptitude testing were provided 9,952 clients who needed special 
assistance and 26,189 clients were referred to other support services such as training. 

These federal programs, designed to improve the employability of residents, are administered by 
Job Service: 

• Targeted Jobs Tax Credits encourage employers to hire people from designated target groups by 
offering employers up to $2,400 in federal tax credits. 

• Trade Adjustment Assistance provides training, job search and relocation allowances to workers 
whose employment is adversely affected by increased foreign imports, as well as added unemployment 
Insurance benefits. 

• The Dislocated Worker Program extends such services as retraining, job search and eligibility for 
financial aid to workers certified under Title III of the Job Training Partnership Act. 

• Federal bonding is available to qualified workers for permanent full-time jobs when inability to 
obtain bonding is the only barrier to employment. 

There were approximately 800 cases processed by Job Service for alien labor certification. Under 
the Immigration and Nationality Act, before certain aliens can obtain visas for employment in the 
United States, it must be determined that there are insufficient domestic workers to fill the jobs and 
employment of the alien will not adversely impact wages and working conditions of local workers. 
Job Service is required to assist employers in locating domestic workers before applications involving 
alien certifications are acted upon by the U.S. Department of Labor. 

The Agricultural Employment Program assists employers in obtaining an adequate work force 
throughout the year, particularly during peak seasons. Activities include intra- and interstate 
recruitment, placement of seasonal workers and inspection of camps to insure compliance with 
regulations. There were 300 placements in agricultural jobs through Job Service referrals to 
employers who filed job orders. 

Job Service administers the Employment Search Program for the Job Connection Program under 
an agreement between the departments of Labor and Income Maintenance. There were 3,443 
registrants who received employment services, and nearly 1,000 secured unsubsidized employment. 
Recipients of Aid to Families with Dependent Children are prepared for self-sufficiency and 
independence from AFDC through an array of employment services. 

Opportunities are offered to military veterans for job and training opportunities on a priority basis. 
Veterans employment representatives, stationed at all local offices throughout the state, have prime 
responsibility for ensuring that eligible veterans receive the preferential service to which they are 

Affirmative Action/Personnel 

The agency ' s commitment to affirmative action is reflected in the continued expansion of minority 
and female participation in the agency employment ranks. Minorities accounted for 26.8 percent of 
new hires and included 13.8 percent black females, 5.8 percent black males and 2.9 percent Asian 
females. Promotion rates for minority employees were: black and Hispanic females, 5.8 percent and 
2.3 percent, respectively; Hispanic males and Asian females, 1.2 percent each, and 2.3 percent for 
black males. Among all new hires, the percentage of females was 68.2 percent and promotions, 51.7 

To implement upward mobility objectives, 63 Merit Promotion examinations were conducted. The 
agency experienced a more than 10-percent attrition rate, caused largely by the 1989 early retirement 
incentives; many employees who left held essential positions. Personnel continued to administer 
collective bargaining contracts and was active in the negotiation process. All managerial staff and 
other employees received training concerning the Acquired Immune Deficiency Syndrome. The 
Training Unit completed its year-long Employee Awareness Program of one-day sessions covering 
the operation of each division and unit and their interdependence for public service. 

Job Training Partnership Act Administration 

Federal money for Title IIA of the Job Training Partnership Act (JTPA) totaled $9,509,392 and, 
with a state supplement of $747,540, the total available for job training services for more than 5,200 
residents was $10,256,932. In excess of 90 percent of the clients were economically disadvantaged, 
and more than 30 percent were receiving some form of public assistance. With guidance and technical 
assistance of the JTPA Administration, local service deliverers placed 2,195 clients in full-time 
unsubsidized jobs. 

LABOR 115 

Under the Dislocated Worker Programs, Title M, the administration secured $1,042,822. Laid-off 
workers who were assisted in securing alternative employment through early intervention in plant 
closures, direct job placement, job search assistance and retraining numbered 410. 

Under the new Economic Dislocation and Worker Adjustment Assistance Act for Title III 
dislocated workers, Connecticut received $1,042,842. JTPA provided 421 laid off workers with 
readjustment and retraining services. Of the 1 60 who completed programs, more than 100 were placed 
in unsubsidized employment. In addition, 5,500 laid off workers were provided with early intervention 
services. The Summer Youth Employment and Training Program, a cooperative effort of the 
departments of Labor, Education and local education resources, offered summer 1989 jobs and basic 
remedial education to 7,500 eligible youth aged 14 to 21 . This program received $5,980,78 1 in federal 

A total $17,280,535 was available for JTPA services to 10,554 Connecticut residents. 

Office of Job Training and Skill Development 

More than 4,000 persons benefited from the on-the-job training provided by employers with 
financial support of $2.8 million and technical assistance from the Office of Job Training and Skill 
Development. Fifty -nine percent of the trainees were female and 29 percent minorities, up slightly 
from the previous year. 

In cooperation with the Department of Economic Development, 20 projects were initiated 
providing 504 individuals with training to attract new business and industry or to assist established 
companies with new technology. An additional 900 displaced homemakers received information, 
referral and employment services to assist them in achieving economic self-sufficiency. 

A pilot program to upgrade skills of current health-care workers and encourage them to become 
registered nurses was launched in response to occupation shortages. The four-year pilot inaugurated 
by the Department of Labor, with Hartford Hospital and Greater Hartford Community College, 
provides paid- work release, tuition and other features for workers now employed as nurses' aides or 
in related occupations. 

More than 600 individuals received on-site introductory computer literacy training provided by the 
labor department and state community and technical colleges. A fully equipped mobile van travels 
Connecticut to convenient locations providing training for small groups. 

The apprenticeship program registered 1,775 persons, bringing the state's total apprentices to 
8,633. Although this was the highest per capita rate in the nation, it was down 4 percent from the year 
before. Fifty Connecticut companies took advantage of the corporate tax credit in the machine tool 
trades to increase their number of apprenticeships. 

The State Apprenticeship Council and an ad hoc advisory committee reviewed and discussed 
current state apprenticeship regulations and suggested changes to strengthen the apprenticeship 
program, which will be the subject of public hearings in the fall of 1990. 

Automatic Data Processing 

This division develops and supports data processing application systems. It is compiling recom- 
mendations for addressing disaster recovery, defining ADP goals, evaluating the current computer 
system, ADP training and related projects. In conjunction with the agency's Training Advisory 
Committee, it has initiated a program to provide specialized training to individuals who, in turn, 
become trainers, maximizing budget results. 

In all but three local offices, replacement of on-line terminal network components with more 
efficient devices is substantially complete. Now 65 individual or local area network personal 
computers are in use. Seven were installed in local offices for the Systematic Alien Verification for 
Entitlement Program, providing access to Immigration and Naturalization Service records. A laser 
printer system has been acquired as the primary printing facility within the computer center, where 
the need for card reader and card-punch equipment has been eliminated. 

Also implemented is remote technology for field audits of large computerized payroll systems. To 
research precedents, the Appeals Division now has an automated library system. A subsystem has 
been developed to add information to the management information system data bases from the three 
service delivery areas that do not participate. The result will be better reporting, tracking and 
monitoring of work under the Job Training Partnership Act. A new Current Employment Statistics 
System to automate many of the manual operations in producing estimates and reports for Research 
and Information is in its final phase. 

Satellite communications are in use and completion is imminent of automation for the Combined 
Wage Request, the most recent enhancements of the Interstate Benefits Internet System. Internet is 
a nationwide telecommunications network among state Employment Security agencies, expediting 

116 LABOR 

exchange of claim, wage and statistical information. Connecticut is a test site for Programs for Equal 
Employment Opportunity Evaluation Reports (PEER) and States Automated Management System 
(SAMS). The latter provides statistical reports on the number and characteristics of applicants and 
type of services provided by Job Service. 

In progress for unemployment Insurance are efforts to permit collection of quarterly wage data on 
diskettes or magnetic tapes from employers of 250 or more, as required by recent legislation. 
Unemployment benefits systems have been enhanced to improveentry andretrieval and add claimant 
data. The system for collecting unemployment taxes now automates production of the approximately 
2,000 letters sent monthly to employers by the Delinquent Accounts and Cashiers units. Also in place 
is a system to automate verification of accounts to the Internal Revenue Service and federal reports 
of aged delinquent accounts. An agreement has been signed that provides the State Personnel 
Division's Workers' Compensation Unit additional information to detect fraud. 

Regulation of wages 

Through the enforcement of statutes and regulations regarding the payment of wages, the division 
recovered $3.3 million in wages legally owed workers. 

Wage Enforcement received 4,878 complaints for non-payment of wages and disposed of 4,793, 
returning $2.1 million to affected workers. Currently, 1,831 cases are pending. 

Wage-and-hour investigators completed 524 payroll audits regarding compliance with minimum 
wage, overtime and recordkeeping requirements. Of these, 397 audits were conducted as a result of 
complaints, resulting in recovery of $1.2 million in unpaid wages distributed to 3,106 workers. 

Another function is to provide prevailing wage schedules for public works projects of all state or 
political subdivisions, and 1 ,6 12 of these schedules were issued. An ongoing project is to computerize 
these schedules for more efficient service. The division also enforces proper payment of the prevailing 
wage, but because of lack of staff only 52 inspections were made with $57,414 being returned to 
workers. Three staff members were being trained to provide enforcement in this area. 

As a result of the early retirement program, the division experienced a 25-percent turnover in staff. 
By actively seeking affirmative action candidates, the division hired two female investigators, one 
female wage enforcement agent and one black male wage-and-hour investigator. 

With enactment of Public Act 90-55 in 1990, the commissioner can collect fringe benefit payments 
under Sec. 3 1-72. This public act, effective July 1, 1990, also amends Sec. 3 l-76i concerning overtime 
pay requirements for mechanics. 

Office of Research and Information 

As the Connecticut arm of the U.S. Bureau of Labor Statistics, this office develops basic measures 
of the state's economy. These include monthly estimates of the labor force, employment, unemployment 
and unemployment rates for the state, 15 labor market areas and all 169 municipalities. The office also 
estimates goods- and service-producing employment and hours and earnings in the manufacturing 
and construction industries. 

During a three-year cycle it collects data on occupational staffing patterns of all industries and, 
based on expected economic trends, projects workers' skills required. These projections are matched 
against current graduates of training and educational programs to forecast worker shortages or 

Basic information needed by employers in establishing or updating affirmative action programs 
also is developed and disseminated. The office is responsible for compiling operational statistics for 
Job Service and unemployment Insurance programs and planning data for Job Training Partnership 
Act programs. AConnecticut Manufacturing Directory and a variety of other publications are issued; 
most are provided to the public without cost. 

Among programs new or under development is one to identify major permanent layoffs and plant 
closings using initial claims for Unemployment Insurance. It is designed to further identify industry 
change and worker retraining needs. Procedures for collecting data and estimating employment, hours 
and earnings are benefiting from additional computerization. 

The office is working with the Connecticut Census Data Center and the Department of Economic 
Development as a coordinating agency to expand and improve public dissemination of demographic, 
business and labor data. 

Occupational Safety and Health Division/Working Conditions 

During the 1989-90 fiscal year, 265 safety and health compliance inspections affecting the working 
conditions of 8,510 Connecticut employees were conducted by the Occupational Safety and Health 
Division, with public agencies accounting for all the inspections. Of 207 inspections in which 

LABOR 117 

violations were discovered, citations were issued for 1,21 1 instances of serious and 1,254 other-than- 
serious violations. Proposed penalties amounted to $43,720. Efforts toward promoting voluntary 
compliance continued to be emphasized under an ongoing contract with the federal government 
covering consultative services to the private sector. The OSHA staff conducted 380 on-site 
consultations with private-sector employers covering more than 14,000 employees, and 88 on-site 
consultations at public agencies with approximately 4,500 employees. More than 2,000 representatives 
of both employers or employees attended OSHA training programs or speeches designed to advance 
occupational safety and health. 

The 17th annual injury-illness survey was completed with data from about 8,000 companies 
covering practically the entire private sector as well as state and local government units. More than 
1.6 million of Connecticut's working men and women were covered by this survey. Results showed 
an overall incidence rate of 9.6 for all Connecticut firms. This means there were 9.6 recordable 
occupational injuries and illnesses for every 200,000-employee hours worked, indicating that, on the 
average, one in 11 Connecticut workers experienced a job-related injury or illness during 1988. 

Working Conditions made 508 inspections, 502 of conditions of employment and six of private 
employment agencies. These resulted in 114 written recommendations for corrective action. 

There were 35,217 telephone calls logged by the Connecticut OSHA Division and Working 
Conditions. Major areas of interest concerned employment of minors, 6,497; insurance, 3,666, and 
private employment agencies, 1,935. The remaining calls covered related subjects. 

Office of Communications 

This office updated and prepared for printing a book on Connecticut labor laws, public acts and 
regulations. Seven new or revised brochures on agency programs and services were published and 
distributed. They tell about Job Service offerings to employees and employers, aptitude testing, 
services for veterans, job-hunting hints for mature workers, resume writing and the Job Connection 
Program for recipients of Aid to Families with Dependent Children, one brochure for applicants, the 
other for employers. An annual report was reproduced for response to requests for information from 
the public. The office issued a bimonthly employ ee public alio n,Lo&or at Work, and distributed general 
interest feature and news story releases, monthly summaries of statewide and local economic 
conditions and filings for unemployment benefits. 

Appearances of staff members on radio and television were stepped up, with arrangements made 
by this office, which also participated in organizing news conferences and special events. The office 
videotaped an appeals referee training seminar on legal, medical and other professional issues for 
eventual use for in-service training of additional referees. Other methods of reaching out to the public 
with information on department services were via churches and synagogues and Welcome Wagon 
International, Inc., for conveying information to new state residents. 

Media sources were kept informed of developments following the July 10 tornado, and there were 
public service announcements regarding claims for special unemployment benefits following 
presidential declaration of two counties as disaster areas. 

Board of Mediation and Arbitration 

The state Board of Mediation and Arbitration provides mediation, fact finding and arbitration to 
all employer and employee organizations. These services continued an annual climb. Grievance 
arbitration cases rose to 1,266, up from 1,170 the previous year. 

Six permanent members of the board were assisted by 47 alternates in disposing of 1 ,295 grievance 
arbitration cases. The small office staff assigned or scheduled 1,514 cases for grievance hearings, of 
which 340 were withdrawn or settled prior to the hearing date. The board issued 454 grievance 
arbitration awards. A total of $52,925 was remitted to the General Fund in grievance filing fees. 
Continued emphasis was placed on mediation of grievances to settle cases before the more costly 
arbitration process, thus resulting in savings to the state. The mediation of grievances also is being 
implemented to help reduce the backlog of cases awaiting formal arbitration hearings. 

There were 375 requests received for mediation of contracts in the public sector, with 506 
notifications of contract expirations in the private sector. In the resolution of municipal collective 
bargaining impasses, the fact-finding procedure was imposed in 120 contracts and the board received 
267 requests for interest arbitration. 

The board filled some positions vacated the previous year. This step has allowed the board to keep 
pace with the ever-expanding administrative workload and maintain a high level of service. 
Automation of board services remains a priority. Training and equipment needs have been identified 
and plans formulated to implement programs. 

118 LABOR 

Board of Labor Relations 

A total of 792 cases were filed with the Board of Labor Relations, down slightly from the record 
817 cases in the last fiscal year. There were 651 cases involving prohibited or unfair labor practice 
complaints and 141 petitions addressing representative issues. More than 85 percent of all cases are 
settled through mediation without the need for a formal hearing. Fifty secret ballot elections to 
designate collective bargaining agents were supervised by the board. There were 68 formal hearings, 
resulting in 23 decisions. 

At the beginning of the year, six court cases were pending, five in Superior and one in Supreme 
Court. Three decisions reviewing labor board decisions were issued, with the Supreme Court 
affirming the board's earlier ruling. Six new cases were filed during the year. At year's end, six cases 
were pending in Superior Court and two in Supreme Court. 

Business Management 

Business Management is responsible for budgeting, disbursement and accounting of funds for 
programs mandated and funded by the U.S. Department of Labor and the state General Fund. The unit 
provides fiscal and administrative support services to the agency and its employees, processes all 
vendor payments and manages the agency's funds. 

Local-office leasing and management are also responsibilities of this office. Repainting all metal 
furniture to a uniform color was completed, and renovation of offices in Enfield and Ansonia is under 
way. Stamford and Bridgeport local offices will be relocated in 1990. 

Board of Compensation Commissioners 

John A. Arcudi, Chairman 

Established - 1913 Statutory authority - Chap. 568 

Central office - 1890 Dixwell Ave., Hamden, Conn. 06514 

Average number of full- time employees - 91 

Recurring operating expenses - 1989-90 - $3,380,385 

Capital outlay -$303 


For the past decade the commission has faced a doubling of its case load. It has sought to make the 
adjudicatory process, localized in the eight districts, more efficient by concentrating administrative, 
data processing, personnel, educational and appellate functions in the chairman's office at Hamden. 
Each of the eight district commissioners has responsibility over disputes in that territorial area. Four 
commissioners-at-large are assigned by the chairman to any district as needed. The Compensation 
Review Division has jurisdiction over appeals from individual commissioners. 

Commission administrative costs, paid though the General Fund, are repaid to the state by 
assessments against insurers and employers. The Divisions of Workers' Rehabilitation and Worker 
Education are funded through special assessments. 

Besides basic workers' claims jurisdiction, the commission has authority over claims by elected 
and appointed officers, volunteer firemen, volunteer ambulance personnel, civil defense personnel, 
auxiliary state policemen, and also over certain special benefit programs for state employees, 
municipal policemen and firemen. 

The Conn. Gen. Statutes Sec. 31-284b gives it limited jurisdiction over continuation of fringe 
benefits in employee contracts. Conn. Gen. Statutes Sec. 3 l-290a similarly extends its tort jurisdiction 
over wrongful discharge cases. 

There were 50,822 lost-time injuries reported to the commission in the 1989-1990 fiscal year. This 
represents an incidence rate of about 3.0 lost-time injuries per hundred workers in the state - a rate 
differing somewhat from the 4.6 per hundred last reported by the Connecticut Department of Labor 
during the 1988 calendar year, its latest reporting period. 

More complete reporting of injuries to the commission should result in a significant closing of this 
gap in the next state fiscal year. 

Overall commission activity increased 12.4 percent between 1989 and 1990, including formal and 
informal hearings, agreements, awards and dismissals, stipulations, and acknowledgments. Informal 
hearings totaled 46,684, a 17.4-percent increase. There were 30,565 disputes resolved by commis- 
sioners, an 11.4 percent increase over the prior year. There were 1,193 fully tried and formally 
adjudicated matters, 3 .9 percent of the 30,565 dispositions total. The other 96.1 percent were resolved 

LABOR 119 

at various preliminary steps in the process through extensive mediation efforts and intensive pre-trial 
conferences and procedures by the various commissioners. Back injuries accounted for 42.5 percent 
of all the hearings and 28.2 percent involved the upper extremities. 

The Compensation Review Division processed 174 new appeals. There were 171 dispositions, 98 
of these by written opinions of appeals. Of these written opinions, 62 were affirmed, 28 were 
remanded, corrected or ieversed, and 8 were dismissed. 

Conn. Gen. Statutes Sees. 31-280 and 31-345 mandate that the entire annual expense of the 
commission, apart from DWR and DWE is recovered by assessment against licensed insurers and 95 
authorized self-insurers. Total indemnity and medical payments disbursed by these carriers and self- 
insurers during calendar year 1989 totaled $494,377,090.83 with $67,017,534.83 or 13.6 percent of 
that total paid by self- insured employers. The assessment levied by the Comptroller including the 
$3,380,688 direct budgetary expenditures and indirect other costs is $5,811,256. 

Total indemnity and medical benefits paid to injured employees in both the public and private 
sectors during 1989 were $580,252,718. This includes the $494,377,090 cited aboveplus $42,590,336 
paid by the State of Connecticut to its own injured employees, and the Second Injury Fund 
expenditures, $43,285,291 during the 1989 calendar year. This $580,252,718 amount constitutes a 
19.3-percent increase over calendar year 1988. 

During the past dozen years workers' compensation payments have grown dramatically as has the 
workload of the commission itself. Between 1976 and 1989, for example, total compensation 
payments for medical and indemnity benefits increased from $74.0 million to $580.3 million - or 
684.2 percent. Of this total, private and self-insurers' payments rose from $68.7 million to $494.4 
million, 619.7 percent; the sharepaidby the state to its own employees went from $2.6 million to $42.6 
million, 1 ,538.5 percent; and the amount paid from the Second Injury Fund increased 1 ,446.4 percent 
from $2.8 million, to $43.3 million. 

From 1978 through 1990, total accidents reported to the commission increased by 103.5 percent 
from 24,980 to 50,822. The commissioners' workload during this period rose. Informal hearings 
increased by 187.6 percent - from 16,233 to 46,684 - and formal hearings increased by 253 percent 
- 758 in 1978 to 2,676 in 1990. The commission had eight trial commissioners in 1978 and they 
averaged 95 formal hearing, while the 10 trial commissioners in 1990 averaged 268 each. These 
statistics, taken together, indicate a much heavier work-load, with no indication that the trend will 
soon be reversed or halted. 

This small agency has no personnel section and relies entirely upon the Personnel Division of DAS 
for recruiting. The agency - exclusive of the divisions of Workers' Rehabilitation and Worker 
Education - consists of nine appointing authorities in nine separate offices, each with a small group 
of employees, including the appointing authority. This information has been regularly communicated 
to the Commission on Human Rights and Opportunities. This Agency's Affirmative Action Plan is 
currently in compliance. It has no full time Affirmative Action Officer. Its affirmative action plan and 
program is prepared by the chairman's secretary based upon data provided by the agency's 
administrative services officer and personnel officer. This agency will continue its commitment to the 
state affirmative action program. 

During the 12 month period ending June 30, 1990, the Division of Workers' Rehabilitation (DWR) 
provided services to 4,547 injured workers applying for vocational rehabilitation benefits under the 
Workers' Compensation Act. These services included eligibility screening, aptitude testing, voca- 
tional counseling, training - both formal and on-the-job - and direct job placement. This represents 
a 14-percent increase in cases handled by DWR. Of the 478 individuals who completed a training 
program, 264 have successfully returned to the work force and another 214 are currently in active job 

For this period expenditures of the Division of Workers' Rehabilitation totaled $8,571,563. Of this 
amount, $7,606,559 was spent in direct client services including tuition, travel, subsistence, books, 
on-the-job training and fees. 

This year is notable for the inauguration of the Division of Worker Education television show, 
"Staying Alive." The division publishes three periodicals: TheConnecticut Business Decision Maker, 
which goes to all Connecticut firms employing more than 19 -workQTs;TheWorker Education Update, 
which is sent to employee groups; and Healthworks, to licensed physicians, and occupational nurses. 

DWE has produced and distributed work safety educational videos to the state's vocational 
educational schools and to all public libraries. 

DWE's toll-free information number receives more than 60 calls per day inquiring about 
occupational safety and health or workers' compensation. 

120 LABOR 




Department of Public Safety 

BERNARD R. SULLIVAN, Commissioner 

John M. Watson, Deputy Commissioner 

David J. Paige, Deputy Commissioner 

Established - 1979 Statutory authority - Sec. 29-lb 

Central office - 100 Washington St., Hartford, Conn. 06106 

Average number of full-time employees - 1,493 

Recurring operating expenses - 1989-90 - $76,704,369 

Capital outlay -$1,139,543 

Organization structure - Office of the Commissioner; Division of State Police and 

Division of Fire and Building Safety 

The Department of Public Safety reorganized into a two division structure effective June 6, 1990; 
the Division of State Police and the Division of Fire and Building Safety. The commanding officer 
of each division is a deputy commissioner and reports directly to the commissioner. 

The Division of State Police consists of two offices; the Office of Administrative Services and the 
Office of Field Operations. The commanding officer of each office is a Lieutenant Colonel and reports 
directly to the Deputy Commissioner of State Police. 

The Bureau of State Fire Marshall is comprised of the of the bureaus of State Fire Marshall and the 
State Building Inspector. 

The Department of Public Safety affirms its commitment to the concept of Equal Employment 
Opportunity in all operational and employment areas in compliance with the spirit and provisions of 
applicable state and federal laws. 

Two state police trainee classes were selected during the 1989-90 fiscal year. The 100th training 
class selected in November 1989 consisted of 45 white males, 97.8 percent; and one American Indian 
female, 2.2 percent. The 101st training class selected in June 1990 consisted of 58 white males, 69.9 
percent; five white females, 6 percent; 1 1 black males 1 3 .3 percent; eight Hispanic males, 9.6 percent; 
and one American Indian male, 1.2 percent. 

During the 1989-90 fiscal year, the Department of Public Safety received eight employee 
complaints from the Commission on Human Rights and Opportunities, four of which are still pending. 

Governmental Affairs plans and coordinates the departmental legislative program and incorporates 
the Capitol Security Unit and Governor's Security Unit. 

The Capitol Security Unit is made up of state and capitol police officers who conduct public safety 
functions at the State Capitol. The Governor's Security Unit protects the Governor and his family. The 
unit also processes complaints and threats received by the Governor's office. 

The Public Affairs Office is comprised of several sub-units. The Public Information Office is the 
primary informational source of the department to the news media, the general public and other 

Crime Prevention personnel increase public awareness of crime and administers the Crime 
Stoppers Program. The Missing Persons Unit is a clearinghouse for reports concerning missing 
children from Connecticut. The unit works with other agencies on investigations such as a missing 
child suspected of being within the state. The D.A.R.E. (Drug Awareness Resistance Education) 
program is also coordinated from the Missing Persons Unit. The D.A.R.E. program provides 
instruction to elementary level school children concerning substance abuse, and teaches them through 
the building of self-esteem, to say "no" to drugs. 

Safety Education provides the public with information concerning injury prevention. In 1989-90 
the unit received $145,000 in federal grants, processed 1,056 requests for information and loaned 
safety films 2,439 times. Eighty-three child safety seats were loaned to the public, 74,122 safety 
pamphlets and posters were distributed and the "Convincer" seat belt demonstration was presented 
at 251 fairs and other events. 



The Video Unit produces training tapes and public service announcements (PSA) on safety related 
topics intended for television broadcast. The most recent PSA was on the "Per Se" law pertaining to 
driving while intoxicated. 

The Professional Standards Section was created to coordinate activities that monitor the profes- 
sional integrity of the Department of Public Safety. The section oversees the status of continuing 
compliance with National Accreditation Standards. This section incorporates the Internal Affairs and 
Inspections units. 

The Internal Affairs Unit investigates allegations of wrongdoing by employees of the agency. 
During the 1989-90 fiscal year there were 199 allegations of employee misconduct. 

The Inspections Unit conducts staff inspections throughout the agency to ensure accurate and 
proper adherence to established rules, regulations and guidelines. 

Division of State Police 

The Division of State Police is organized within the Department of Public Safety to assist in or to 
assume the responsibility of investigation, detection and prosecution of any criminal matter or alleged 
violation of the law. 

Bureau of Management Support Services 

The Bureau of Management Support Services consists of the following three sections: Resource 
Management, Research and Planning and Selections and Training. 

Resource Management Section performs tasks as folio ws: Labor Relations represents the department 
by assisting with labor contract negotiations, employee grievances, internal affairs investigations and 
other related matters. 

During the 1989-90 fiscal year Labor Relations assisted with 400 grievances, 30 arbitration 
hearings, five state prohibited practices and conducted seven training programs for supervisors. 

Personnel/Payroll processes personnel actions for the agency and performs the payroll function. 
During 1989-1990 there were 25 new hires, 22 promotions and 57 separations for non-sworn 
personnel. For sworn personnel there were 128 new hires, 32 promotions and 153 separations. 

Fiscal Affairs coordinates fiscal management, including budget preparations, federal grant 
administration and purchasing. 

The Research and Planning Section assists management to conduct short and long range planning, 
performs special projects, analyzes operational activities and maintains the department's Adminis- 
trative and Operations Manual. Within Research and Planning, the Crimes Analysis Unit collects 
information and data to provide interpretive information to the Department in a variety of operational 
areas. The Uniform Crime Reporting Unit (UCR) collects, analyzes and disseminates Uniform Crime 
data from all police agencies in the state. 

The Selections and Training Section consists of the State Police Academy andRange, Recruitment 
and Selections Unit, and the Polygraph Unit. 

The State Police Academy and Range graduated two recruit training classes and three Protective 
Services classes. In-service programs in firearms and medical response training were also conducted. 
Other training classes included subjects such as accident investigation, motorcycle training, and 
drunk driver enforcement. The Polygraph Unit conducted 1,639 examinations. 

Bureau of Police Support 

The Bureau of Police Support is responsible for evaluating, procuring and maintaining of all 
technological matters concerning the Department of Public Safety, through the following sections: 
Forensic Laboratory, Facilities Management, Information Management, and Telecommunications. 

The Forensic Laboratory Section provides forensic science capability to law enforcement inves- 
tigators. Within the Forensic Laboratory the Administration Unit is responsible for photography, 
crime scene reconstruction, training and research and evidence operation. The Identification Unit is 
responsible for instrumentation, trace, firearms, toolmarks, documents, fingerprints and imprints. 
The Criminalistics Unit is responsible for serology, chemistry, and biochemistry. 

Facilities Management maintains all department buildings and facilities, and capital projects. 
Plants and Maintenance maintains, repairs, and renovates all buildings used by the department. The 
Complex Security Unit is responsible for the physical security at the Leo J. Mulcahy Complex in 
Meriden. The Fleet Unit is responsible for developing specifications for all department vehicles and 
for acquiring the vehicles. 

The Information Management Section collects, stores and disseminates all investigative files, and 
is responsible for the operation of departmental data processing equipment. The Data Processing Unit 
oversees the proper operation and maintenance of all computer equipment. Data processing deter- 


mines the requirements for data processing equipment, reviews specifications and makes recom- 
mendations regarding the development of data processing systems. 

Reports and Records is the central repository for all criminal and motor vehicle investigative files. 
It prints all publications, and distributes mail and other printed material. 

The State Police Bureau of Identification (SPBI) is the state central repository responsible for the 
collection and maintenance of criminal history records which includes fingerprints, photographs and 
other descriptors and makes notification of arrests and dispositions. 

The COLLECT Unit maintains the nationwide "Wants and Warrants" automated system with 
interfaces investigation agencies' systems. 

The Telecommunications Section develops the specifications for all radio, radar and communica- 
tions equipment. 

Headquarters Communications monitors department radio traffic, maintains emergency call out 
lists and activates emergency plans. The Radio Unit maintains and repairs all radio, radar and 
communications equipment. 

Office of Field Operations 

The Office of Field Operations is responsible for the delivery of police services statewide. Field 
offices are divided into three geographical districts. Each district has a separate headquarters facility 
with subordinate troop areas and support personnel who serve in such areas as criminal investigations 
and traffic enforcement. The three districts are: Eastern District (Troop C, Stafford Springs; Troop 
D, Danielson; Troop K Colchester; Troop E, Montville); Central District (Troop H, Hartford; Troop 
I, Bethany; Troop F, Westbrook; Troop W, Bradley International Airport); Western District (Troop 
A, Southbury; Troop B, North Canaan; Troop G, Westport; Troop L, Litchfield). 

During the 1989-90 fiscal year, there were 633,253 total incidents recorded by department 
personnel. Of these incidents, 29,711 accidents and 33,960 criminal complaints were investigated. 
Department personnel answered another 235,360 requests for miscellaneous services. 

The Office of Field Operations incorporates the Bureau of Special Investigations and the Auxiliary 
Staff Services section. 

Bureau of Special Investigations 

The Bureau of Special Investigations consists of eight units that perform specialized investigative 

The Statewide Narcotics Task Force (SNTF) uses state and local personnel to combat drug 
trafficking. The task force conducted 2,860 investigations that resulted in 1 ,524 arrests, executed 525 
search warrants, and initiated one wire intercept. The unit also seized 50 motor vehicles and 
$2,937,384 in property. 

The Statewide Organized Crime Investigative Task Force (SOCITF) investigates and enforces 
state laws, with other local, state and federal agencies, related to organized crime and racketeering. 
In the 1989-90 fiscal year, 36 criminal investigations were conducted. Three wiretaps were applied 
for, authorized and conducted. There were 53 search and seizure warrants executed, resulting in 
seizures totaling $38,350 in cash, one vehicle and other items including 40 gambling devices. There 
were 49 arrests made, including 41 federal arrests made as a result of joint investigation with SOCITF 
and the FBI. Also, 198 arrests were made in a joint undercover operation with the Hartford Police 
Department. There were 31 information disseminations made to other agencies regarding organized 
crime activities. 

The Connecticut State Police Central/Criminal Intelligence Section is a computerized information 
system which provides for the collection, retention and dissemination of intelligence data relating to 
the activities of persons or groups which are defined as "criminal" by state and federal laws. 

The Central Intelligence Section is the repository for intelligence data within the Department of 
Public Safety and its sole authority is to store and disseminate such data. Criminal Intelligence 
monitors illegal activities of subversive groups and other criminal elements to provide strategic and 
tactical intelligence to law enforcement agencies. Such information is used to project criminal trends 
in order to identify potentially violent situations. Law Enforcement Gang Intelligence Network 
(LEGIN) was created in 1988-89 to monitor the activity of "Street Gangs." The unit filled 66 requests 
for technical assistance, one court-ordered wiretap was performed, 1,025 disseminations of information 
were made and 12 Connecticut Criminal Information Network Bulletins were published and 
distributed to 136 law enforcement agencies. 

The Legalized Gambling Investigative Unit monitors legal gambling activities, including parimutuel 
betting on jai-alai and greyhound racing, as well as off -track betting, lotteries, bingo, raffles and Las 
Vegas nights. During 1989-90, 244 investigations were conducted, resulting in five criminal arrests. 


The Welfare Fraud Investigative Unit is concerned with public assistance fraud, food stamp fraud 
and cases of non-support. The Department of Income Maintenance referred 535 cases for investiga- 
tion. A total of 1,623 investigations resulted in 405 arrests and the recovery of $1,424,091. Eight 
hundred ninety three non-support violations were referred, resulting in 503 additional arrests. 

The Auto Theft Unit conducted 101 investigations of auto theft and insurance fraud resulting in 95 
arrests and the recovery of property valued at $518,446. 

The Special Services/Weapons Section investigates licenses and regulates 305 private detective 
and security companies involving 22,128 guards and investigators. Fifty-one Professional bondsmen 
are licensed within the state. There are 650 persons holding special police powers in various agencies. 
TheWeaponsUnitregisters handguns andissues state pistol permits. In 1989-90 fiscalyear there were 
8,542 new and 14,113 renewed pistol permits for a total 22,655 pistol permits issued yielding 
$563,770 in revenue. There were 30,318 handgun applications and 42,635 registrations of firearms 

The Governor's Warrants Section conducted 101 investigations resulting in the issuance of 60 
Governor's Warrants and the return of 48 persons to demanding states. 

Auxiliary Staff Services 

This section delivers various police related services statewide. It is comprised of three units: 
Emergency Services Unit, the Traffic Coordinator and the Auxiliary Trooper Coordinator. 

The Emergency Services Unit performs various specialized services. The Bomb Squad responded 
to 261 incidents and investigated 190 hazardous devices. The Underwater Recovery team responded 
to 48 diving assignments, recovered seven bodies and recovered evidence valued at $65,000. The 
Marine Patrol issued four written warnings and made two criminal arrests. Patrol dogs were used 
1,657 times, bloodhounds 38 times, narcotic dogs 206 times, body detection dogs 21 times, bomb 
detection dogs 18 times and the accelerant detection dogs 104 times. The dogs found 46 missing 
persons and assisted with 267 felony arrests and 211 misdemeanor arrests. Training assistance was 
provided to 32 agencies. The AviationUnit flew 497 missions for the purpose of transport, search and 
rescue, criminal investigations and aerial speed enforcement, yielding a total of 8,867 motor vehicle 
arrests, of which 7,023 were for speeding. Emergency Services personnel conducted 64 lectures for 
approximately 3,101 people. 

The Traffic Coordinator ensures compliance with all the mandated requirements of Conn. Gen. 
Statutes 14-315 and coordinates the traffic control and enforcement functions of the department. 

The Auxiliary Trooper Coordinator is responsible for the organization, training and supervision of 
Auxiliary State Police Officers attached to troops or units. Coordinator responsibilities include the 
selection, training and equipping of the volunteer force. 

Division of Fire and Building Safety 

The Division of Fire and Building Safety is comprised of the Bureau of State Fire Marshal and the 
Bureau of the State Building Inspector. Each bureau consists of Technical Services, Training, and 
Investigation and Enforcement sections. 

Technical Services Section administers, promulgates and amends the fire safety and building codes 
in cooperation with the state codes and standards committee; it provides technical assistance to 
municipal enforcement officials; it provides the public with code interpretations, plans reviewing and 
approvals of new materials and systems. It granted code modifications, assisted local officials and the 
general public with inspections of all types of facilities for code compliance and conducted safety 
inspections and issued 9,500 licenses for elevators, high pressure boilers, crane operators and 
demolition contractors. The section issues permits and certificates of occupancy for state owned 
projects, and conduct fire code inspections for all state owned facilities. 

Training Section develops and conducts training and educational programs for fire prevention 
personnel, building officials, design professionals and members of the construction industry. The 
training section certifies local fire marshals, building officials and their subordinates. During 1989- 
90, 192 persons were certified for various responsibilities. Another 4,340 persons completed in- 
service training courses. A computerized Fire Incident Reporting System is maintained as part of the 
United States Fire Administration. There were 114,950 incidents reported by 221 of the 256 fire 
departments in Connecticut. Feedback reports are used at the community level for identification of 
fire problems and planning. 

Investigative and Enforcement Section conducts investigations of suspicious fires and accidental 
fires for the 84 towns patrolled by state police personnel. The sections provide assistance in 
identifying the origin and cause of fires for the 85 other municipalities. These sections assist local 
officials and the general public with inspections and enforcement of the hazardous materials codes, 


explosive codes and all other codes and standards relating to fire prevention and the safety of buildings 
and persons. These sections perform safety inspections of fireworks displays, outdoor assemblies and 
amusement parks. During the 1989-90 fiscal year, 406 carnivals were inspected for mechanical ride 
safety compliance. 

Military Department 


Brig. Gen. John P. Carragher, Assistant Adjutant General 

Established - 1977 Statutory authority - Title 27 

Central office - 360 Broad St., Hartford, Conn. 06105 

Average number of full-time employees - 130 

Recurring operating expenses - 1989-90 - $7,333,834 

Capital outlay -$18,845 

Organization Structure - Office of the Adjutant General, Business Administration, 

Military Administration, Property and Procurement, U. S. Property and Fiscal 

Office, Air National Guard, Army National Guard and the Organized Militia 


Under present Department of Defense policy, the National Guard is constituted as the primary 
backup for the active military forces. 

The state mission of the National Guard is to protect life and property and to preserve peace, order 
and public safety under the control of the Governor. The National Guard augments state and local civil 
authorities in the event of emergencies beyond their capabilities. It also provides assistance to local 
areas through community service programs. 


Presently under state control are 23 armories, 12 organizational maintenance shops, an army 
aviation support facility, a combined support maintenance shop, an aviation classification repair 
activity depot, a unit training and equipment site, two Air National Guard sites, three field training 
sites, and one outdoor rifle range. 

Construction has begun for the major upgrading of facilities at the Army National Guard training 
site at Camp O'Neill; a new dispensary and two 200-person barracks buildings will be completed by 
the fall of 1990. Additionally, within the next five years the department anticipates construction of 
two one-unit armories and one four-unit armory. 

U. S. Property and Fiscal Office 

This office is administered as an activity of the state functioning under the direction of the adjutant 
general. The purpose of this organization is to implement the policies of the U. S. Department of 
Defense and the National Guard Bureau as they pertain to federal property and to budget allocations 
for support of the army and the Air National Guard of Connecticut. The office of the U. S. Property 
and Fiscal Office is currently authorized 82 federal employees to enable it to accomplish its mission. 

Analysis and Internal Review Division 

The purpose of this division is to assist management in administering, safeguarding, and monitor- 
ing the use of federal resources, thus improving efficiency, economy and readiness. This assistance 
is rendered by conducting specific internal review of various functional areas. A total of 20 internal 
reviews were completed for the Connecticut National Guard during this period. 

Comptroller Division 

The Budget and Fiscal Accounting branches have the responsibility for the maintenance of records 
and accounting for all federal funds received in support of the Connecticut National Guard. 

During the year these branches processed over 95,000 transactions maintaining budget and 
accounting records for several major appropriations and separate programs, more than 15 projects, 
and over 300 sub-project accounts. 

A total of more than $55 million has been allocated for the aforementioned projects. Additionally, 
a sum of over $15 million will have been paid to members of the Connecticut National Guard for 
Inactive Duty Training, such as weekend training assemblies. 


The Military Pay Branch provides payroll services to members of the National Guard. It maintains 
pay files for more than 5,000 members. The branch processes in excess of 12,000 pay transactions, 
approximately 200 miscellaneous pay vouchers and 230 travel vouchers each month. Annual training 
payrolls for the more than 5,000 personnel are processed during the fiscal year. 

The Technician Pay Branch maintains time, attendance and salary records for over 450 full-time 
Army National Guard technicians. 

Data Processing Activity 

The Data Processing Activity provides services in support of the total mission of the Connecticut 
Army National Guard. Programs currently in place provide support in the areas of logistics, budget, 
personnel, payroll, maintenance, training, and other miscellaneous areas. The Burroughs B-1900 
DOS system now used is being replaced by an up-to-date Sperry 5000 System. 

Purchasing and Contracting Division 

The Purchasing and Contracting Division of the United States Property and Fiscal Office and the 
B ase Procurement Office at Bradley International Airport awarded contracts for construction, design, 
supply and services for the Army and Air National Guard valued at over $330,000. 

Logistics Division 

The Logistics Division is organized on a functional branch system. The branches are: Supply 
Management Branch, which controls the accounting of materials in stock and the management of 
funds allotted for acquisition of supplies, equipment and services; Storage and Distribution Branch, 
which consists of the warehousing and delivery of supplies in support of units within the state; 
Equipment Status Reporting Branch, which maintains the status of all major items of equipment and 
controls their distribution to ensure maximum material readiness of the units; Transportation Branch, 
which is responsible for all commercial movement of personnel and equipment, intrastate and 
interstate. Current inventory value of over $6 million in warehouse assets is used to support day-to- 
day operations and over $126 million of equipment. The Distribution Branch of theU. S. Property and 
Fiscal Office warehouse services all units in the Connecticut Army National Guard. 

Support Personnel Management Office 

The Connecticut National Guard work force is made up of approximately 750 federal technicians 
and 395 active guard/reserve (AGR) personnel. 

Approximately 97 percent of the technicians are employed in the excepted service of the federal 
civil service and must, as a condition of employment, be members of the Connecticut National Guard. 
The remaining technicians are members of the competitive federal Civil Service and are not required 
to maintain Guard membership. The federally funded budget of $35 million annually is allocated to 
Connecticut to support this work force. 

Plans, Operations and Training 

The Connecticut Army National Guard has continued to provide assistance to local communities 
throughout the state. This assistance included the loan of Army equipment, civic action projects, 
concerts and parades. In all, over 280 requests were accommodated in support of Connecticut 
residents. Connecticut units and soldiers continued to train to improve readiness. Over $3.6 million 
was spent on annual training for Connecticut units, and an additional $1.3 million was spent for 
individual formal school training. Approximately $120,000 was expended for soldiers who trained 
overseas at such locations as the Federal Republic of Germany, United Kingdom, Japan, Turkey, Italy, 
Korea, Panama and Belgium. A total of 12 mobilization exercises, to include a staff exercise for the 
Connecticut State Area Command (STARC) staff, were conducted to improve the Army National 
Guard's capability to mobilize and deploy units in support of the active Army. 

Aviation Section 

The Connecticut Army National Guard Aviation Program consists of four major units: Company 
D 169th Aviation Battalion, Company E 126th Aviation Battalion, Headquarters and Headquarters 
Company 169th Heavy Helicopter Battalion, and Connecticut Aviation Classification Repair 
Activity Depot (CT AVCRAD) (1109th). The units are housed in facilities located at Bradley 
International Airport, Windsor Locks, and Groton-New London Airport, Groton. The combined 
aviation units planned a total of 5,200 flight hours in support of the air crew training program and other 
related flight activities. 

The Connecticut AVCRAD has been designated as the prime overhaul maintenance facility for 


UH-60 Blackhawk helicopter components in the event of a national emergency. 

The Military Department has continued its efforts to maximize the safety environment for all 
personnel. Facility inspections were conducted to identify potentially hazardous conditions and to 
provide guidance in correcting these conditions. Through the safety and occupational health nurse, 
a medical monitoring program is ongoing. 


The Army National Guard has a current strength of 5,165, or 88 percent of its authorized strength. 

The state's tuition waiver program continues to be an incentive to enlistments, along with those 
bonus programs offered by the National Guard Bureau and the provisions of the Montgomery GI Bill 
recently enacted into law. 

More than 500 personnel participated in their initial active duty training at various posts throughout 
the country during the past year. 

Equal Opportunity 

Minority membership in the Connecticut Army National Guard continues at 17 percent. 

Community awareness activities have been conducted through such events as ethnic observances 
and Governor's Day. Increased recruiting efforts have been developed to promote an increase in the 
number of minority applications for Officer Candidate School and noncommissioned officer schools. 

Air National Guard 

The headquarters and Connecticut Air National Guard develops policies and ensures compliance 
with Air Force policies and regulations pertaining to the Connecticut Air National Guard. 

The 103rd Tactical Control Squadron, headquartered in Orange, controls both Air National Guard 
and U. S. Air Force aircraft in mock battle scenarios. Participation in the past year involved over 7,100 
individual weapons-controllers events. The Tactical Control Squadron is currently at a strength 96 
percent of that authorized. 

The 103d Tactical Fighter Group at Bradley International Airport consists of the 118th Tactical 
Fighter Squadron, the 103rd Consolidated Aircraft Maintenance Squadron, the 103d Resources 
Management Squadron, the 103rd Tactical Clinic, the 103rd Mission Support Squadron, the 103rd 
Civil Engineering Squadron, the 103d Mission Support Flight, and the 103d Security Police Flight. 
The 1 18th Tactical Fighter Squadron is attached to the Ninth Air Force, Tactical Air Command. Its 
primary mission is to provide close air support of ground forces with its A-IO aircraft. The 103rd 
Tactical Fighter Group is currently staffed at 99 percent of authorized strength. 

Plans, Operations and Training 

The 103d Tactical Fighter Group has continued combat readiness training in the A-IO ground 
attack fighter aircraft during the past year, logging 5,694 flight hours in 3,411 separate sorties. Four 
major deployments were undertaken during the past year. 


The Air National Guard facilities at Bradley International Airport consist of 144 acres and 31 
permanent buildings valued at $15,831,000. Major construction of a new Petroleum, Oil and Lubri- 
cants (POL) building was completed in June 1990 at a cost of $310,000. The facilities occupied by 
the 103d Tactical Control Squadron are located in Orange on 22 acres of federally owned property. 
In the complex are 14 buildings valued at $3,739,000. A total of 10 buildings will be replaced by five 
new, larger buildings by 1994, at an approximate federal cost of $7 million. Federal al locations to 
the Air National Guard for operations and maintenance are currently $11,994,584. 


Office of Emergency Management 

FRANK MANCUSO, State Director 
Robert C. Hetzel, Director of Administration 
Established - 1951 Statutory authority - Title 28 and Chap. 518 
Central office - 360 Broad St., Hartford, Conn. 06105 

Average number of full- time employees - 35 

Recurring operating expenses - 1989-90 - $868,089 

Organization structure - Headquarters and Emergency Operations Center and 

various field offices 

The Office of Emergency Management attempts to minimize or control the effects of major disaster 
upon the population. The agency plans, coordinates, funds and evaluates statewide efforts to protect 
lives and property before, during and after natural disasters such as severe storms, man-made 
accidents such as chemical spills and/or nuclear radiation releases, andattackby enemies of the United 

In times of emergency, the office coordinates the response of state agencies through an extensive 
radio communications network; informs the Governor's Office of the emergency situation, needs and 
available resources; and provides liaison with federal resource agencies as needed. The office is 
equipped to respond to a crisis statewide with mobile command stations, backup communications and 
support resources. 

Funded in significantpart by the federal Emergency Management Agency, the Office of Emergency 
Management anticipates funding in federal 1991 fiscal year of approximately $1,683,276 for 
emergency management assistance, population protection, warning and communication, radiological 
defense, radiological systems maintenance, emergency management training and exercises and 
disaster preparedness. 

The office also administers the nuclear safety emergency preparedness fund. Much of this funding 
is awarded to municipal governments for disaster preparedness planning and coordination and for 
emergency warning and communications systems. 

The Office of Emergency Management is guided by the requirements of state and federal law 
regarding affirmative action for the agency. 

The agency affirmative action plan was approved by the Commission on Human Rights and 
Opportunities on May 16, 1990 and is available for inspection. 

Area offices are at Fairfield Hills Hospital, Newtown; State Police Complex, Meriden; Rocky Hill 
Veterans Home and Hospital; Colchester State Police Barracks; and South Main Street Training 
School, Torrington. A facility within Headquarters repairs, calibrates and distributes radiation 
detection instrument to civil preparedness forces throughout Connecticut. 

Board of Firearms Permit Examiners 

G. Eric Doerschler, Chairman 

Established - 1967 Statutory authority - Section 29-32b 

Central office - State Armory, 360 Broad St., Hartford, Conn. 06105 

Average number of full-time employees - 1 

Recurring operating expenses - 1989-90 - $42,938 


The function of the board is to administer and enforce the provisions of Conn. Gen. Statutes Sec. 
29-32b. The board makes inquiries and does investigations, takes testimony and renders decisions on 
appeals of persons disputing issues surrounding pistol or revolver permits, or dangerous weapons 


permits. All testimony is tape recorded at hearings and decisions of the board are subject to appeal 
to the Superior Court. 

The board wants to give a reasonable and consistent interpretation of state laws by all 170 or more 
issuing authorities throughout the state. 

During the 1989-90 fiscal year, the board participated in the firearms study group led by the Public 
S afety Committee of the General Assembly. The board secretary, Arthur C. Carr, was apanel member. 
Several board members gave presentations at various firearms safety and training courses. The recent 
record high increase in the number of appeals continued with 216 appeals received and investigated. 
Nineteen meetings were held during which 140 cases were heard and decisions rendered. 

The booklet, Laws Pertaining to Firearms and to Dangerous Weapons, continues to be in high 
demand from police authorities and the general public. 

The Board operates, and will continue to operate, in conformance with the state affirmative action 

The Board of Firearms has seven members appointed by the Governor. They are: G. Eric 
Doerschler, chairman; Arthur C. Carr, secretary; Dennis P. DeCarli, Edward W. Formeister, Jan Swift 
Durand, Thomas C. Marshall, and Thomas J. Rotunda. The chairman is the presiding officer at 
hearings. The secretary is the board's official spokesman and its executive head for administrative and 
operational matters. All members continue to serve without compensation. 

Municipal Police Training Council 

T. WILLIAM KNAPP, Executive Director 

Established - 1965 Statutory authority - Section 7-294a-g 

Central office - Arnold Markle Police Academy, 

285 Preston Ave., Meriden, Conn. 06450 

Average number of full-time employees - 29 

Recurring operating expenses - 1989-90 - $1.5 million 

Capital outlay - $87,992 

Organization structure - Office of the Executive Director, Basic Training Division, 

Field Services Training Division, Management Services Division and Certification 


Agency responsibilities are to: set educational, training and licensing standards for all municipal 
police officers in the state; certify training programs offered to police recruits in accredited police 
academies; control the certification of police instructors; establish procedures for certified review 
training; recertify police officers every three years; recommend and make arrangements for in-service 
training of veteran officers; and encourage the growth of professional development and continuing 
education programs for police officers. In addition to town and city police, the council also trains 
police personnel from the police departments of Connecticut State University system, the University 
of Connecticut, and Department of Environmental Protection Law Enforcement Unit. 

The majority of municipal police recruits are training at the academy. Recruit classes during 1989- 
90 received 560 hours of classroom training. In addition, recruits receive a minimum of 80 hours' 
supervised field training within their respective departments. 

The council shares the academy with the Training Division of the state police. The building 
constructed originally in 1965 was to accommodate only basic recruit training for 40 students. Recent 
mandates for the council to provide in-service training to 8,000 uniformed veteran officers, in addition 
to basic recruit training, have created a new challenge for the council. The council has pursued without 
success capital improvement funds for more classroom space and completion of the academy, such 
as a gymnasium, training tank, firearms range and lecture halls. 

In 1982, the General Assembly passed Public Act 82-357. It expanded the council's responsibilities. 
These new duties included: review training for all municipal police officers in the; basic training for 
any individual hired as a police officer before being eligible for certification; and a major task to define 
and use minimum educational and training standards for employment as a police officer. 

During the 1989-90 fiscal year, the council continued to provide a variety of training courses for 
veteran officers; some of these classes were held at the academy; many other training classes were 
located at a variety of sites throughout the state. Teaching assistance was received from such agencies 
as the Federal Bureau of Investigation (FBI); Department of Consumer Protection's Drug Control 
Division; U. S. Treasury's Bureau of Alcohol, Tobacco and Firearms; the state police; U. S. Drug 


Enforcement Administration; Chief State's Attorney's Office; state police forensic laboratory; state 
medical examiner; National Auto Theft Bureau; and various municipal police departments. 

The above organizations supplied the Municipal Police Training Council with roughly 2,000 hours 
of free instruction, at a savings to the agency of approximately $40,000. 

During this last fiscal year, the council's Field Training Division conducted 104 training programs 
attended by approximately 3,400 police personnel. The Field Services Training Division registered 
207 police officers for management and supervisory training programs offered in the private sector 
through a special project called "Operation Bootstrap." This program is offered through the 
Connecticut Police Chiefs' Association in conjunction with the International Association of Chiefs 
of Police. Regional in-service training programs are conducted regularly for municipal police. 

The council's Law Enforcement Resource Center, located in the academy, supported police 
training programs in the state and other similar law-enforcement related programs. During the year, 
over 3,000 patrons visited the Law Enforcement Resource Center to study and research. More than 
3,000 police personnel and 6,500 Connecticut citizens viewed films through the council's film 
lending library. 

During 1989-90, more than 100 texts were added to the resource collection and 36 new audio-visual 
programs. The Law Reference Section is kept current with annual supplements. 

During 1989-90 fiscal year, the council regulated the certification of over 750 police instructors 
throughout the state. Records are computerized and allow fast identification of individual areas of 
expertise. The council also began to review the compliance of police officers with the legislated 
requirements for review training; over 125 departments, representing over 6,900 officers, were 
scrutinized. The council evaluated the applications of over 50 out-of-state applicants for police officer 
certification and directed programs to help the officers meet Connecticut's standards; five regional 
police academies were inspected, licensed and monitored. 

The members of the council are: Chairman Chief Edmund H. Mosca, Old Saybrook; Vice 
Chairman Chief Robert J. Wesche, Monroe; Secretary, David B. Woolley, WestHartford; Chief John 
P. Ambrogio, Hamden; Chief H. Frank Breiling, Clinton; Chief Erik Dam, New Canaan; Chief 
Thomas E. Flaherty, Milford; Chief Anthony C. Magno, Bloomfield; Chief James M. Thomas, 
Glastonbury; Dean Charles W. Case, University of Connecticut; Barbara Gordon, WestHartford; 
Carnie Ives Lincoln, New Preston; Ernest J. Nagler, Higganum; Robert J. Caffrey, WestHartford; 
Mayor John J. Leone, Bristol; and Chief State's Attorney John J. Kelly. Ex-officio members are: 
Commissioner Bernard R. Sullivan of the Department of Public Safety and Special-Agent-In-Charge 
Milt Ahlerich of the Federal Bureau of Investigation. 

Commission on Fire Prevention and Control 

GEORGE E. LUTHER, State Fire Administrator 

Established -1975 Statutory Authority - Chap. 7-323 

Central office - 294 Colony St., Meriden, Conn. 06450 

Average number full-time employees - 14 

Recurring operating expenses - 1989-90 - $876,722 

Capital outlay -$13,557 

Organization Structure - State Fire Administration; Public 

Information, Fiscal Services, Certification, Training Divisions 

The Commission on Fire Prevention and Control recognizes its responsibility to provide employ- 
ment and services based upon affirmative action. The commission is in full compliance with state law. 
The commission subscribes to the policy of providing equal employment and services opportunity on 
the basis of merit and qualifications, without regard for race, color, religious creed, sex, age, national 
origin, ancestry, mental retardation or physical disability, including but not limited to, blindness, 
unless it is shown that such disability prevents performance of the work involved or jeopardizes the 
safety of the public. 

Capitol Building Project 

The design of the five-building complex at Bradley International Airport made significant 
advances during the year. Located on nearly 16 acres on the northern side of airport, the complex will 
house the commission's offices and training center. The project's estimated cost is $20 million. 


Design was completed during the fourth quarter of the 1989-90 fiscal year. Groundbreaking is 
scheduled for the second quarter of the 1990-91 fiscal year. 

Fiscal Services Division 

The Fiscal Services Division is headed by Director Fred Morton. The division is responsible for 
the personnel, financial, purchasing and physical plant functions of the commission. 

Three types of service are especially worthy of note. The amountof publishing that the commission 
does each year is comparable to a large school system. Over two million pages of student/instructor 
printed materials were published during the past year. 

The division oversees the loaning of audio visual materials from the commission's extensive 
collection of films, video tapes, slides and tapes. 

There was an increase in library use this past year. 

The division also administers the payments to volunteer fire companies for responses to limited 
access highways. 

Certification Division 

The Certification Division is responsible for the development and administration of the testing and 
the certification of fire service personnel. 

The commission's Certification Division experienced a 21 -percent increase in fire service 
personnel tested during 1989-1990 fiscal year. A total of 2,880 fire service professionals were tested 
within the 11 levels of professional qualification competency testing the division offers. Overall, 82 
percent or 2,383 individuals successfully passed certification or module examinations. 

This fiscal year saw the addition of two new levels of standards based training and testing programs 
in the Safety Officer and Public Fire Educator II domains. 

The fourth annual Certified Instructors Seminar was held at the New Haven Regional Fire School 
with over 100 instructors in attendance. This program is designed to be a refresher program reviewing 
educational methodologies. Also, two National Fire Academy Field programs were "handed-off ' to 
those in attendance. This provides local fire departments with complete up-to-date training programs 
at no cost to them. 

For a second year in a row, the number of practical skill evaluation spot checks administered by 
this division was decreased due to budget cuts. This decrease is critical in that the credibility and 
accreditation of our programs may be in question. 

Public Education/Information Division 

The PublicEducationDivision is responsible for Juvenile Firesetter Intervention, Public Education 
Programs and Resources and Information Services. 

This year saw a rise in number of individual communities requesting assistance with juvenile 
firesetters. The director assisted two additional communities in the establishment of the Firehawk 
program, which is designed to identify, evaluate and treat child firesetters. Twenty firefighters were 
trained to handle juvenile firesetters in their communities. Their training prepared them to act as role 
models and companions. The director provided one -on-one consultation to 25 communities faced 
with an emergency Presetting incident. The director conducted informational presentations affecting 
10 communities. The Director assisted eight Firehawk programs with quarterly meetings, requests for 
information and consultation. 

This division developed and implemented the second level of Public Education certification, public 
fire educator II. Nine fire service people were certified at this level. In addition, in its second year of 
operation, 12 fire service people were certified at the public fire educator I level. 

Information Services is responsible for providing local fire departments with information, 
techniques and materials to supplement their fire safety awareness programs. A catalog of audiovisual 
material is maintained. Sixteen new additions were made to the catalog and over 200 copies of the 
catalog were distributed. Twenty-five fire departments availed themselves of public education 
audiovisuals for loan, listed in the catalog. 

The division produces and distributes The Connecticut Fire Bulletin, a 2,500-circulation quarterly 
newsletter. It serves to keep Connecticut's fire service informed and up-to-date on fire service issues, 
new techniques, resources and educational methods. 

Training Division 

Training Statistics - In the 1989-90 fiscal year the Commission on Fire Prevention and Control 
delivered 319 classes to 7,905 students. These students completed a total of 132,985 contact hours of 


Last year the commission offered and delivered 79 officer programs. The most popular was the 
annual Fire Officer Weekend at the National Fire Academy. This program has been offered for eight 
years and brings 300 of Connecticut's fire officers to the National Fire Academy in Emmitsburg, 
Maryland. Each officer must complete a 12-hour program, usually six are offered, to receive a 
certificate from the National Fire Academy. Connecticut was the second state to conduct such a 
program, today 12 states conduct similar programs. 

The annual fire school is run each year in June in New Haven on weekdays and trains 1 ,300 students. 
The regional fire schools are run in Burrville and Willimantic in the fall of each year on weekends and 
train 850 students. These programs offer anywhere from eight to 15 courses a day in one facility. 

This past year saw the commission deliver 19 Train the Trainer programs. These programs are 
designed to train local instructors with a complete training package. In all, 382 local instructors were 
trained in delivering these programs. 

The commission supports these local deliveries by providing: audio visuals through our film 
library, workbooks and certificates to students completing local deliveries. In the 1989-90 fiscal year, 
about 1,850 local firefighters were trained in 118 deliveries by instructors completing the program. 

The commission maintains 57 training programs by reviewing their need once every three years. 

In the past year curriculum for the following programs were reviewed and updated: Basic Vehicle 
Extrication, Fire Instructor I, Crash Fire Rescue, Pump Operator and Confined Space Entry. This past 
year the following new programs were developed: Fire Officer II, Safety Officer, Truck Operator, 
Hazardous Materials Technician and First Responder Operational 

The State Emergency Response Commission has funded a number of specialty programs for 
hazardous materials. Two of these, Chemistry of Hazardous Materials and Computer Assisted 
Management of Emergency Operations (CAMEO), were delivered twice this past year. In both cases, 
instructors had to be specially trained by the National Fire Academy to deliver this program. Two of 
our instructors went to Georgia to complete the chemistry certification, and two went to Massachusetts 
for the CAMEO certification. 

This past year the commission delivered 28 industrial training programs and trained an additional 
532 students. The courses used for these programs included: Confined Space Rescue, FirstResponder 
Operational and Hazardous Materials Technician. 

The Commission on Fire Prevention and Control is appointed by the Governor. The commissioners 
represent the statewide fire service organizations. The following people served as commissioners 
during the year: Chairman Maurice F. McCarthy, Waterbury; Vice Chairman Martin W. Rigoulot; 
Secretary Edward F. Haber, Berlin; Jon W. Andresen, Windsor; Peter Carozza, Waterbury; Ronald 
E. Fontaine, Meriden; Laurence M. Ford, Waterbury; Edward Gomeau, Weston; William Johnson, 
West Haven; William C. Kessler, Fairfield; Richard H. Nicol, Middlebury; Robert Norman, East 
Haven; David Paige, Meriden; John Vendetta, Hartford; and Thomas Williams, West Hartford. 





Department of Consumer Protection 

MARY M. HESLIN, Commissioner 

Joseph M. McDonough, Deputy Commissioner 

Established - 1959 Statutory authority - Sec. 21a-l 

Central office - 165 Capitol Ave., Hartford, Conn. 06106 

Average number of full-time employees - 186 

Recurring operating expenses - 1989-90 - $7,656,840 

Revenues - $18,326,805 

Capital outlay - $125,673 

Organization structure - Bureau of Licensing and Regulation: Athletic, Drug 

Control and Real Estate Divisions; Occupational Licensing Division; Professional 

Licensing Division. Bureau of Consumer Affairs: Consumer Information Center, 

Foods, Frauds, and Weights and Measures Divisions, Product Safety Division- 
Automobile Dispute Settlement Program; Commissioner's Office, Legal Division, 

Business Office. 

The Department of Consumer Protection is a regulatory and enforcement agency, enforcing 
legislation intended to protect consumers' health and safety, as well as from injury by product use or 
merchandising deceit. The department conducts regular inspections of wholesale and retail food 
establishments, drug-related establishments, children's' toy sales and commercial establishments that 
use weighing and measuring devices. These activities are enhanced by the department's jurisdictional 
ties to the Federal Trade Commission through the Connecticut Unfair Trade Practices Act, the U.S. 
Food and Drug Administration through the Pure Food, Drug and Cosmetic Act, the U.S. Consumer 
Product Safety Commission through the Connecticut Child Protection Act, and the National Bureau 
of Standards through Weights and Measures Act. 

The department responds to consumer complaints; investigates alleged fraud, issues and reviews 
licenses for various trades and professions. 

Code of Fair Practices 

The department is firmly committed to affirmative action and 

providing equal employment opportunities on the basis of individual merit without regard to 
protected class membership. A full-time affirmative action officer coordinates and monitors the 
department's endeavors in the implementation of the state Code of Fair Employment Practices, and 
affirmative action and contract compliance laws. 

During the past year, minorities and females composed 80 percent of the hires and 79 percent of 
the promotions within the department. The Commission on Human Rights and Opportunities has 
approved the department's affirmative action plan. 

The Real Estate Commission, which is responsible for the enforcement of state real estate laws, has 
informed real estate licensees about nondiscrimination, fair housing practices and revisions in these 
laws. The commission requires all educational institutions teaching the approved principles and 
practices courses to offer at least one three-hour session devoted entirely to state and federal fair 
housing laws. 

Athletic Division 

The Athletic Division has sole control and jurisdiction over all boxing bouts and wrestling 
exhibitions held within the state except those classified as amateur. All contestants, managers, 
referees, announcers, seconds, promoters and timekeepers in boxing and wrestling are required to be 

During the 1989-90 fiscal year, six boxing shows were held and 14 wrestling exhibitions were 

The division issued 72 licenses to announcers, boxers, wrestlers, seconds, timekeepers, matchmakers, 
promoters, managers, referees and judges. Revenues generated from these licenses totaled $2,009. In 
addition, $5,204 was reported from taxes on admissions to boxing and wrestling shows to the 
Department of Revenue Services. The 5-percent state athletic tax amounted to $46,820. Total gross 
receipts for boxing and wrestling were $938,663. Total money collected by the Athletic Division was 




Drug Control Division 

This division is responsible for the enforcement of those state laws that pertain to the adulteration 
and/or misbranding of all drugs, cosmetics, and devices; embargoing of substandard drugs, cosmetics, 
or devices and the destruction or removal from commerce of those products which may be adulterated 
or misbranded due to fire or water damage, labeling, unsanitary conditions, improper storage, and 
other factors; the receipt and destruction of criminal drug evidence or other excess and undesired 
controlled drugs; issuance of practitioner registrations for controlled drugs, as well as licensure of 
manufacturers, wholesalers and laboratories that are involved in the legal use or distribution of drugs, 
cosmetics and/or medical devices. 

It is also involved in the monitoring of legal drug distribution systems at all levels of commerce and 
in the professional practice of all physicians, dentists, veterinarians, podiatrists, pharmacists, 
paramedical personnel hospitals, and other health care practitioners and care giving institutions, 
private and public. 

The division is involved in the instruction of municipal and state police officers at the Connecticut 
Police Academy, the Federal Drug Enforcement Administration Training Schools and local police in- 
service training academies; the instruction of students in the paramedical field such as state L.P.N, 
programs, schools of nursing and school of pharmacy; the presenting of in-service training programs 
to societies representing pharmacists, practitioners and others in health related fields; the investigation 
of criminal cases involving sale or possession of drugs or cases in which controlled drugs are obtained 
from legal registrants by thefts, diversion, fraud and deceit or other means; the institution of either 
administrative or criminal actions against medical professionals who may be drug law violators; the 
investigation of all consumer complaints concerning drugs, cosmetics and devices; and the maintenance 
of coordinated and cooperative efforts with all federal, state and local agencies which are concerned 
with these products. 

Last year, the division conducted 619 routine inspections and audits requiring a total of 4,960 
inspection hours; conducted 173 investigations involving dentists, nurses, pharmacists, physicians 
and other health care practitioners; obtained six arrest warrants; entered into agreements with nine 
practitioners for the surrender or suspension of their controlled substance registrations following 
investigations of alleged violations by them; referred 64 reports of completed investigations to various 
health related licensing boards for administrative action; testified on 27 occasions at court trials and 
administrative hearings; made 88 educational presentations to a total of 3,942 persons; rendered 212 
on site advisement; conducted 1,213 destructions of controlled drugs in areas such as extended care 
facilities, pharmacies, physician's offices, etc.; spent in excess of 400 hours in response to emergency 
situations such as floods, fires and product tampering incidents. 

The division issued 5,894 practitioner-controlled drug registrations, 227 laboratory licenses, 76 
manufacturer's licenses and 243 wholesale licenses. Revenues totaled $260,000. 

Education Unit 

This unit is charged with the keeping of Connecticut consumers advised of their rights under the 
law and alerting them to any known product hazards, deceptions or marketplace frauds. 

This is done through press releases, public service announcements, television and radio interviews. 
This year, 60 press releases were distributed. Radio stations aired 17 public service announcements 
taped by the commissioner. 

The unit distributed more than 34,200 pamphlets and fact sheets. Thirty-two speaking engagements 
were filled by the commissioner and the education unit, reaching an audience of almost 2,650. Other 
agency staff fulfilled 149 speaking engagement requests, addressing some 7,000 people. 

Food Division 

The Food Division is charged with the enforcement of state laws and regulations requiring the food 
products sold in Connecticut to be safe, wholesome, honestly and informatively labeled, advertised 
and packaged. 

Inspections of food establishments are made periodically during the year. These include food 
processing plants, warehouses, and retail food stores, bakeries, non-alcoholic beverage plants, frozen 
dessert plants and vending commissaries. These inspections are made to determine compliance with 
state statutes and regulations including the Connecticut Uniform Food, Drug and Cosmetic Act, the 
Connecticut Act Regulating the Sale of Packaged Commodities, theUnitPrice Act and various other 
state and federal regulations. 

The Food Division also conducts inspections of cider and apple juice plants, apples, potatoes, 
pesticides and Kosher foods, as well as coin-operated food vending machines and roadside stands. 
The division also inspects for "Truth In Menu" advertising at restaurants and in retail food stores. 


During the last fiscal year, licenses were issued to 4,022 bakeries, 369 non-alcoholic beverage 
plants, 138 wholesale frozen dessert manufacturing plants, 642 retail frozen dessert manufacturers, 
321 vending machine companies and 135 apple juice/cider plants. 

The activities of the Food Division included in part 3,380 inspections of retail food stores, 4,873 
bakery inspections, 152 inspections of Kosher food establishments, 396 pesticide inspections, 2,000 
frozen dessert inspections, 11,865 vending inspections, 220 food warehouse inspections and 126 
apple juice/cider mill inspections. Total inspections were 24,845. 

The Food Division also reacts to emergency situations such as food and drug product recalls and 
food tampering incidents, natural disasters such as floods and hurricanes, truck accidents and fires 
involving food. In 1989-90 fiscal year, the division handled 41 truck accidents and 37 fires. Civil 
preparedness drills took 48 hours and emergency inspections consumed 442 hours of staff time. 

Consumer interviews, food establishment investigations and laboratory analysis of samples were 
part of 628 consumer complaints investigated. Total samples collected were 3,073. 

The Food Division made 85 inspections and five reinspections under contract to the Food and Drug 
Administration. This generated a revenue of $29,253 

Revenue from licensing, F.D.A. contracts and Chapter 418 fees amounted to $222,452. 

The division issued 352 regulatory letters. The value of food voluntarily destroyed under Food 
Division supervision was $238,855. The value of food destroyed during the tornado was $346,993. 

Legal actions included 72 Chapter 418 reinspections, nine formal complaints, 23 formal hearings, 
and three superior Court injunctions. 

Twenty-six food recalls required food establishment inspections which expended 256 hours. 

Fraud Division 

The Fraud Division is charged with enforcing legislation intended to protect the consumer from 
injury by unfair or deceptive acts and practices. The division also licenses, inspects, and investigates 
health clubs, closing out sales, itinerant vendors, and jewelry auctioneers. As a public service, the 
Fraud Division's Complaint Center provides mediation services to consumers who have ongoing 
disputes with Connecticut businesses. The department's health club guaranty fund and home 
improvement guaranty fund are also managed by this division. 

During the 1989-90 fiscal year, the division focused its investigative resources in the areas of home 
improvement, automobile advertising, comparison advertising, and closing out sales. The division 
conducted 589 home improvement investigations, 198 automobile advertising investigations, 157 
comparison advertising investigations, and 27 closing out sale investigations. As a result, 317 files 
were referred to the department's Legal Division for formal administrative action. Forty three files 
were referred to the Attorney General's Office for civil action and 139 were referred to the special 
states attorney in the Attorney General's Office for criminal prosecution. 

During the past year, the Fraud Division issued 190 health club licenses, 17 itinerant vendors 
licenses, 107 closing-out sales licenses and 22 jewelry auctioneer licenses. 

The Complaint Center receives, processes, mediates and investigates consumer complaints. It also 
forwards complaints to appropriate federal, state or local agencies. The Complaint Center responds 
to formal state Freedom of Information requests. During 1989-90, this unit answered over 100,000 
consumer phone inquiries. It processed 10,312 written complaints. 

The health club guaranty fund received 601 applications. A total of $76,448 was paid out of this 
fund as a result of 16 health club closings. A total of $170,925 was paid out from the home 
improvement guaranty fund to consumers who were victims of unfair or deceptive acts by home 
improvement contractors. 

Legal Division 

The Legal Division serves as an in-house legal office for members of the department. The Legal 
Division personnel draft legislation, regulations, declaratory rulings, letters for department staff and 
all legal documents utilized in conducting various informal and formal administrative actions. In- 
house attorneys prosecuted at a large number of administrative hearings required to enforce 
Department of Consumer Protection and board and commission laws. 

Actions taken by the Legal Division during the last fiscal year included 475 formal hearings, 56 
investigatory hearings; 86 investigative demands, 29 notices of alleged violation of state laws; 242 
state Freedom of Information requests; 190 compliance meetings; one regulation withdrawn; eight 
regulations enacted; and five declaratory rulings. 

Occupational Licensing Division 

The Occupational Licensing Division administers the regulatory responsibilities of eight boards 


and is the registration agent for home improvement contractor/sales persons and mechanical 
contractors. It is the function of each board to establish and maintain standards that will provide for 
reasonable knowledge of each candidate prior to the issuance of a license. Home improvement 
contractors/salespersons and mechanical contractors registration are administered solely under the 
auspices of the commissioner of the Department of Consumer Protection. 

Investigation of complaints for home improvements is shared with the Fraud Division. Effective 
June I, 1990, the Home Improvement Contractor registration was placed under the authority of the 
Fraud Division. 

Occupational licensing boards. There are five separate boards for the following occupations: 
electrical work; plumbing and piping work; heating, piping and cooling work; elevator installation, 
repair and maintenance work; and fire protection sprinkler systems work. 

The Elevator Installation, Repair and Maintenance Board and the Electrical Work Examining 
Board consist of eight members appointed by the Governor: One general contractor; two unlimited 
contractors, two unlimited journeymen and three public members. The Plumbing and Piping Work 
Examining Board, the Heating, Piping and Cooling Work Examining Board, and Fire Protection 
Sprinkler Systems Work Board consist of nine members; three unlimited contractors, two unlimited 
journeymen; one general contractor and three public members. 

The department conducts written examinations. All licenses issued by any board expire on October 
1 in the odd-numbered years. 

Collectively, there are approximately 33,873 craftsmen licensed in the following occupations: 
electrical, 13,871; plumbing and piping, 7,637; heating, piping and cooling, 8,981; elevator crafts- 
men, 414 and fire protection 2,970. New applications received numbered 6,070. Revenue from this 
activity totaled $4,857,155. 

Board of Television and Radio Service Examiners. This board consists of five members; three 
public and two television technicians. The function of the board is to enforce the provisions of the 
legislation, which include providing of written, practical and oral examinations three or more times 
a year to qualified certified electronic technicians, radio service technicians, and antenna technicians. 
The board also registers apprentices and service dealers as prescribed by legislation. 

During this year, the board received 37 applications; and 1,778 licenses were renewed. Revenue 
from this activity totaled $145,200. 

Tree Protection Examining Board. This board consists of seven members, one plant pathologist, 
one forester, two licensed arborists and three public members. The board examines the qualifications 
of applicants who wish to do arboriculture for hire in this state. The board may suspend or revoke 
licenses for sufficient cause. 

Thepastyear, four examinations were held; 28 applications for examination were received; and558 
licenses were renewed. Revenue from this activity totaled: $5,305. 

Well Drilling Board. This board consists of eight members appointed by the Governor: two active 
well drillers, one employee of the Connecticut Health Department, one geologist or professional 
engineer, one member of the Department of Environmental Protection and three public members. The 
board establishes the requirements for registration for well drilling contractors, and issues permits for 
new wells and maintains records for existing wells. 

The past year this board issued 6,002 well drilling permits and renewed 131 registrations. Revenue 
from this activity totaled: $40,027. 

Home Improvement Contractor/Salesman Registration. A home improvement contractor is a 
person who operates a business that offers and performs improvements to land and buildings used as 
dwellings, and not exceeding four units, such improvements do not include construction of a new 
home. The penalties for failing to register as contained in state law. Any violation pertinent to these 
requirements shall be deemed an unfair or deceptive trade practice. 

This office received 3,045 applications for registration and 101555 registration renewals. Over 
16,000 home-improvement contractors are currently registered. 

Revenue from this activity and the Home Improvement Guaranty Fund totaled $2,183,697. 

Mechanical Contractor. A mechanical contractor is any corporation, company or other business 
organization offering services in plumbing, heating and cooling work in industrial and commercial 
structures and those buildings that contain more than four dwelling units, such company must employ 
more than ten licensed individuals. A violation of this law is deemed an unfair or deceptive trade 
practice. There are 44 registered with a revenue of $4,585. Collectively, this division totaled about 

Product Safety 

The product Safety Division protects the health and safety of Connecticut citizens in their use of 


consumer products, protects the economic well-being by providing an independent arbitration 
mechanism for settling automotive disputes, and ensure that filling materials used in bedding and 
upholstered furniture are truthfully labeled and properly cleaned. 

Injury and death statistics, product testing, and consumer complaints identify priority issues. 
Recalls are initiated and monitored when products do not comply with mandatory safety standards. 
Educational programs are developed and implemented when an investigation indicates widespread 
patterns of misuse. Manufacturers of hazardous substances are inspected to determine if cautionary 
labeling is accurate and complete. Last year, over 10,000 items were recalled for violations of 
mandatory safety standards. 

In July of 1989, the State Supreme Court ruled one component of the "Lemon Law" to be 
unconstitutional. Mandatory arbitration was suspended until April of 1990. Ford and General Motors 
agreed to voluntary arbitration. The number of arbitrations held in 1989 was significantly reduced. 
The division received 337 complaints and 225 of them were eligible for arbitration. Over $2 million 
was recovered for consumers in 1989 bringing total costs recovered for consumers by this program 
to more than $15 million. 

Inspections are conducted at all levels of the manufacturing and distribution chain. Licenses are 
issued to manufacturers, supply dealers, renovators, and second-hand dealers. Retail inspections are 
conducted to ascertain that out-of-state manufacturers comply with license requirements. The 
division spent 221 inspector hours conducting inspections of retailers. This generated $3,500 in 
additional revenue. License revenue for the fiscal year totaled $71,375. 

Professional Licensing 

The Architectural Licensing Board is responsible for the licensure and regulation of architects, 
partnerships of architects and professional engineers and land surveyors, and the practice of 
architecture by corporations. The board is also responsible for qualifying applicants for licensure, 
which may include an eight-part examination for a first-time license. 

There is a total of 3,955 licenses under the jurisdiction of the board. In the 1989-1990 fiscal year, 
the licenses issued were as follows: 3,571 renewals, 482 new licenses; 20 certificates of authorization 
of joint practice by architects and engineers, and 49 certificates for the practice of architecture by 
corporations. During the year the department administered 350 examinations. 

There was a total of 76 investigations. The board took action on 32 complaints, which included three 
consent agreements, three orders of immediate discontinuance and one license placed on probation. 

Revenue generated by the board for the year was $566,756. 

The Board of Landscape Architects is responsible for the qualifying of all applicants for licensure, 
which may include the taking of a five-part examination. 

There is a total of 397 licenses under the jurisdiction of the board, which in 1989-1990 issued 371 
renewals and 47 new licenses. During the year the department administered 43 examinations. 

In enforcement during this period, the department investigated three complaints. The revenue 
generated by the board for the year was $43,380. 

The Board of professional Engineers and Land Surveyors is responsible for the licensure and 
regulation of professional engineers, land surveyors, engineer-in-training, land surveyor- in-training. 
Also, it is responsible for the issuing of certificates of registration for corporate practice of 
engineering, corporate practice of land surveying, joint corporate practice of a combination of 
architects, engineers and land surveyors. 

The board is also responsible for the qualifying of all applicants for licensure and holds semiannual 
examinations for applicants for professional engineer, engineer-in-training, land surveyor and land 

There is a total of 1 1 ,26 1 licenses under the jurisdiction of the board. In 1989-1990 the licenses and 
certificates of registration issued were as follows: 

Renewals: 6,568 professional engineer renewals, 494 land surveyors and 286 professional 
engineers and land surveyors and 181 corporations. 

There were 72 complaints concerning professional engineering and 75 complaints concerning land 
surveying. The professional engineer side of the board took action on 24 complaints which included 
one immediate order of discontinuance, three letters of reprimand, one probation and one voluntary 
surrender of license. The land surveyors side of the board took action on 23 complaints which included 
one Immediate Order of Discontinuance, one letter of reprimand, one voluntary surrender of license, 
one criminal sanction of unlicensed activity. 

The revenue generated by the board for the year was $1,820,076. During the last year 214 interior 
designer registrations were issued for a total of 489 registrants. Revenue generated from fees was 


There were three complaints received concerning persons using the title "interior designer" without 

In 1989-1990 the department inspected 230 mobile manufactured home parks and issued 230 
licenses. Eighty -eight written complaints were received and six compliance conferences were held. 
Revenue generated from licensing fees for the fiscal year was $122,214. 

The Commission of Pharmacy is responsible for the licensing and regulating of retail pharmacies, 
pharmacists, assistant pharmacists, pharmacist interns and the holders of patent medicine permits. 
The commission is also responsible for the qualifying of all applicants for licensure, which for initial 
licensure may include the taking of a four-part examination. 

The Pharmacy Commission issued 104 pharmacist-intern registrations, 132 new pharmacist 
licenses, 74 pharmacist reciprocity licenses, 3,661 pharmacist renewals, 2,900 patent medicine 
renewals, 25 new pharmacy licenses, 658 pharmacy renewals, 42 changes of pharmacy ownership, 
135 changes of manager, 26 changes in pharmacy names, and 10 changes of location. During the year, 
theoretical written examinations were given to 149 pharmacist candidates and the division inspected 
52 pharmacies. 

The Pharmacy Commission held 27 compliance meetings and three hearing meetings and seven 
conference meetings from July 1988 to June 1989. Two pharmacists licenses were revoked, ten 
settlement agreements were made and six pharmacist licenses were suspended. 

Revenue for the year received by the Commission of pharmacy totaled $386,871. 

Public Charities 

The Public Charities Unit's objective is to protect the contributing public from fraud and 
misrepresentation in regard to the solicitation of funds for charitable purposes and to prosecute 
persons and entities which engage in such fraud or misrepresentation, to collect information on the 
financial activity of charities in Connecticut and to disseminate the information to the public. 

The Public Charities Unit is a joint program of the Department of Consumer protection and the 
Attorney General's Office, combining the administrative, investigatory and prosecutorial resources 
of the two agencies into one unit. 

In the 1989-1990 fiscal year, 3,185 charitable organizations were registered with the Public 
Charities Unit and 33 professional fund raisers were registered. It received 1,670 complaints and 
requests for information on charities; 273 investigatory compliance hearings were conducted. The 
public Charities Unit collected $65,885 in filing fees during the year. 

Significant Program Accomplishments: 

• The litigation caseload handled by the unit continues to be high. In the two years ended June 30, 
1990, 46 new civil, criminal and formal administrative actions were commenced. This compares with 
22 in the two years ended June 30, 1988. 

•The number of organizations the unit is required to monitor, and the number of financial and 
informational reports the unit is required to review and process, both continue to rapidly climb. Since 
1985 when the unit was formed, the workload of the unit has doubled. 

•In April, the unit released its third annual report detailing how most of the money donated as a result 
of professional telephone soliciting never gets to the intended charitable or civic cause. In the three 
years the unit has been compiling data for the report, $28.2 million has been contributed but only $7.4 
million, or 26 percent, has reached the charities for which it was intended. 

Real Estate Commission 

The Real Estate Commission is charged with the overall responsibility of the enforcement of the 
real estate laws and general supervisory authority of the real estate and appraisal businesses conducted 
in Connecticut. The commission requests that the staff of the Department of Consumer protection 
conduct field inspections of real estate and appraisal licensees' offices and records, examines all types 
of real estate contracts, appraisal reports, forms and documents used in the general practice of real 
estate and appraisal and investigates complaints filed against licensees. 

The Educational Section qualifies and monitors schools, courses, and advertising in accordance 
with Real Estate Commission guidelines for candidates who must meet both the pre-licensing and 
post-licensing requirements. There are a total of 72 approved schools offering 258 pre-licensing 
courses. There are 132 approved schools offering 1,005 approved continuing education courses. All 
licensees must demonstrate every two years that they have 12 classroom hours of continuing 
education or have passed an examination demonstrating their current knowledge of the laws and 
practices of real estate. 

The Licensing Section is charged with the responsibility of qualifying all real estate brokers and 
salesmen. During 1989-1990, this section processed approximately 3,768 applications for licenses 


and 3,567 real estate brokers' and salesmen's examinations were administered. In addition, approxi- 
mately 324 residential appraisal licenses were issued and 577 appraisal licenses were issued. The 
revenue collected was $435,490. The Licensing section also processed 4,563 real estate salesmen's 
transfers. The section issued a total of 10,777 brokers' licenses and 18,448 salesmen's licenses for a 
total of 29,225. The total revenue received from applications, transfers and issuance of real estate 
broker and salesman licenses was $7,896,807. 

In addition, a total of $44,860 was deposited in the Real Estate Guaranty Fund that protects the 
general public for claims arising out of fraudulent or dishonest acts by a licensee. There were no claims 
paidoutof the Guar an ty Fund this fiscal year. Atotal of 733 license certifications were issuedresulting 
in $10,990. Also, $3,506.60 was collected from the sale of lists of Connecticut licensees. This section 
collected $2,760 for issuing duplicate licenses to replace a lost license or process a name change, 
address change or change of designee. Approximately 29,000 telephone inquiries were received from 
the general public. 

The Investigation Section handled approximately 18,000 telephone inquiries and 164 verified 
written complaints. In addition, the Real Estate Commission conducted 10 formal hearings and nine 
compliance conferences. The Real Estate Commission levied seven fines totaling $5,000 and settled 
a number of complaints, with a total of $31,930 returned to the public. 

The Interstate Land Sales Section processes all filings of out-of-state developers in accordance with 
Chapter 392 of the General Statutes. These companies are required to be licensed in order to promote 
or offer land within this state which is physically located outside of the State of Connecticut. During 
this year, we processed 183 filings for improved and unimproved properties. Presently, this section 
has approximately 28 registrations pending licensing. The fees received from these filings total 
$64,006. This section received eight written complaints. Settlement of complaints for this section 
resulted in a total of $1,000 being returned to the public. 

The Real Properties Securities Dealers Section certifies real estate brokers through examination for 
qualification to make public offerings of shares of trust deeds or promissory notes secured by real 
property. Currently, there are 114 certified securities dealers licensed. Revenue collected during this 
fiscal year totaled $200. There was one real estate syndicate securities permit issued resulting in 
revenue totaling $1,700. The total revenue received for all licenses, permits fees, etc. was $8,487,915. 

Weights and Measures Division 

The primary objective of the division is to ensure that measurements are accurate, thereby pro- 
tecting both buyer and seller in transactions involving determination of quantity by examining and 
testing weights and measures and testing weighing and measuring devices used by business and 
industry, federal, state and municipal governments and consumers. 

The Measurement Laboratory serves as the Measurement Center of the state, having custody of the 
physical standards of mass, length, volume and temperature. A primary responsibility of the 
laboratory program is maintaining National Institute of Standards and Technology certification and 
accreditation, in order to ensure certifiable calibration services. Calibration services are performed 
on standards used by weights andmeasures Inspectors, other state agencies, municipalities, registered 
dealers and repairers of weighing and measuring devices, as well as for business and industry. The 
accuracy of Connecticut sealed clinical thermometers is assured by laboratory testing. 

The laboratory also offers measurement counsel and serves as a reference center in answering 
questions from both the public and private sectors and providing measurement assistance and 
guidance to industry, governmental agencies and educational institutions. 

The division inspects and tests annually, all weighing and measuring devices used commercially, 
ranging from motor truck scales of 60 tons and more, to scales used in the buying and selling of 
precious metals and petroleum meters used at bulk storage terminals, to home delivery truck meters. 
New models of weighing and measuring devices are first examined and tested in the laboratory or out 
in the field, prior to their use, sale and distribution to be certain that they meet the requirements of the 
division. In addition, the division oversees and supplements work performed by Municipal Sealers 
of Weights and Measures as warranted. 

The division check-weighs, or measures commodities, to determine that they contain the amounts 
represented, eliminating fraud, carelessness and misrepresentation, so that both buyer and seller 
receive a correct weight or measure. The division is also responsible for two licensing functions: the 
registration of dealers and repairers of weighing and measuring devices, as well as the licensing of 
public weighers. 

The division is also responsible for inspection and enforcement of the Energy Efficiency standards, 
specifically: fluorescent ballasts; fluorescent luminaries and showerheads. The division staff inspected 
10,555 ballasts, 33,802 luminaries and 21,062 showerheads, and 984 units were removed from sale. 


In the laboratory, 63 showerhead models were tested, and 83 manufacturers of showerheads were 
certified. In addition, 12 ballast manufacturers and 96 luminarie manufacturers were certified. 

Inspectors of the division participated in 15 days of training and educational seminars. There were 
four hearings held and two arrest warrants were obtained. Twenty-one days were spent in court 
testifying in speeding, overweight truck, short weight packaging and gasoline price sign violation 

The division inspected and tested 12,639 scales, 15,204 gasoline dispensers, 1,988 home delivery 
fuel oil meters, 737 bulk fuel oil meters 200 liquified petroleum gas meters and 324 taxi cab meters. 
It inspected and tested 658 miscellaneous devices, 640 motor fuel consoles and 3 ,223 price signs. The 
compliance rate for scales inspected was 91 percent and for gasoline dispensers 92 percent. Packages 
reweighed totaled 319,669, establishment stops 11,217. There were 5,106 laboratory tests and 
calibrations with 16,146 observations. Milk holding tanks, pro vers and tank truck calibrations totaled 

The division received and investigated 232 complaints, issued 922 public weighers licenses, and 
862 dealers and repairers licenses. Revenues received totaled $55,359 which include $24,685 for 
laboratory calibrations and $1,323 for services provided to municipalities. 

Office of Protection and Advocacy 
for Persons with Disabilities 

ELIOT J. DOBER, Executive Director 

Stanley J. Kosloski, Assistant Director 

Established -1977 Statutory authority - Sec. 41a-ll Central Office - 60B 

Weston St., Hartford, Conn. 06120 

Average number of full-time employees - 48 

Recurring operating expenses - 1989-90 - $1,619,019 and federal - 


The Advocacy Office, which is within the Department of Consumer Protection for administrative 
purposes only, operates as a statewide agency dealing with the wide variety of needs and discrimi- 
nation problems faced by people with handicaps and developmental disabilities. 

The office has a toll-free statewide telephone information and referral system to guide people to 
appropriate public and private agencies and services. The office operates a TDD number for deaf or 
hearing impaired people. A case follow-up system, for those clients desiring it, is available. 

The office has the authority to negotiate, arbitrate and represent issues before administrative bodies 
and litigation before a court of law on behalf of a disabled individual or a class of disabled individuals. 
A senior staff attorney and a staff attorney help with these matters. 

Advocates represent disabled adults and children who have educational, employment, housing, 
transportation and financial entitlement problems. 

As a result of legislation, the office has the responsibility and authority to jointly approve with the 
state building inspector all requests for waivers from the sections of the state Building Code that 
concern accessibility standards. The office reviews the variance request, issues comments on pending 
matters, and investigates allegations of abuse of mentally retarded adults. It advocates for clients of 
the Division of Rehabilitation Services. 

In its 13th year of operation, the office handled over 1,000 individual advocacy cases and received 
more than 7,000 requests for information and referrals. The most frequent problem areas disabled 
people experienced were special education, employmentdiscrimination, denial of financial entitlement 
and abuse of mentally retarded adults. 


Department of Liquor Control 

JOHN F. HEALY, Chairman 

Established - 1933 Statutory authority - Chap. 545 

Central office - 165 Capitol Ave., Hartford Conn. 06106 

Average number of full time employees - 49 

Recurring operating expenses - 1989-90 - $1,904,070 

Capital outlay - $3,144 


This agency continues to execute its duties in interpreting and enforcing the provisions of the 
Liquor Control Act and Regulations of the department pertaining to importation, manufacturing and 
sale of alcoholic liquor. This duty includes the passing upon the suitability of applicants and premises 
upon receipt of applications, the regulation of sale of alcoholic liquor and conduct of premises, 
investigation and adjudication of alleged violations, preventing fraud and unfair or illegal trade 
practices and circumvention of the law, registration of all brands of liquor sold in the state, 
enforcement of the pricing provisions of the Liquor Control Act and preventing the sale of liquor to 
minors and intoxicated persons. 

In this effort, during the past fiscal year, 946 new applications were received, 7,883 new and 
renewal permits were issued. The commissioners held 247 hearings to consider applications for 
permits or to decide alleged violations of the law, and held 92 commission meetings. 

Total revenues were $6,255,553 compared to $6,419,648 for the previous fiscal year, a decrease 
of $164,095. Sources of revenues include liquor permit fees, $5,618,516; filing fees, $179,650; 
substitution fees, $21,450; registration of brands, $227,642; fines in lieu of suspension, $197,047; 
registration of salesman, $3,300 and miscellaneous $7,948. 

The Commission in conjunction with such organizations as Remove Intoxicated Drunk Drivers, 
Students AgainstDrunk Driving, and Mothers AgainstDrunkDriving as well as the Restaurant, Cafe 
and Package Store Associations, and license holders has been conducting seminars promoting 
awareness of alcohol abuse, and the identification of intoxicated persons and minors. 

The Department of Liquor Control during the past year complied with all the provisions of Conn. 
Gen. Statutes Sees. 4-61 (b) to 4-61 (i). The agency has in place a training program which has been 
successful. Within the last year a white female has been promoted to the position of liquor control 
agent. A black male is training to be an inspection aide and when eligible he will be promoted to liquor 
control agent. 

The commission is comprised of John F. Healy of Milford, chairperson; and commissioner David 
L. Snyder of Morris and Philip N. Costello, Jr. of Madison. The commission holds public hearings 
and meetings every Tuesday and Thursday. The director of daily operations is Edward J. Jadovich. 

Department of Public Utility Control 

PETER G. BOUCHER, Chairperson 

Established - 1911 Statutory authority - Sec. 16-lb 

Central office - One Central Park Plaza, 

New Britain, Conn. 06051 

Average number of full-time employees - 122 

Recurring operating expenses - 1989-90 - $5,742,151 

Capital outlay - $76,229 

Organization structure - Office of the Commissioners, Utility Regulation and 

Research Division, Advocacy and Operations Division, Adjudication Division 

The Department of Public Utility Control (DPUC) has primary regulatory responsibility for 
investor-owned electric, gas, telecommunications, water, and cable television (CATV) companies in 
Connecticut. It is the DPUC s duty to set rates that are fair to both ratepayers and utilities and to assure 
that safe, efficient, reliable service is provided at the lowest possible cost. Decisionmaking respon- 
sibility resides with the Public Utilities Control Authority, five commissioners appointed by the 
Governor with the advice and consent of the legislature. 


During 1989-90, the DPUC received 258 new applications, held 362 days of public hearings and 
issued 224 final also oversaw management audits of the proposed Northeast Utilities 
(NU) acquisition of Public Service Company of New Hampshire (PSNH), the extended outage of the 
Connecticut Yankee nuclear plant, the evaluation plan for a utility conservation program, and 
Bridgeport Hydraulic's capital improvement plan. 

The Gas Pipeline Safety Unit performed 252 safety inspections of gas pipeline facilities and 
investigated eight significant incidents during 1989-90. The Prosecutorial Unit was a party to several 
major rate cases and investigated 125 violations of Call Before You Dig regulations. Approximately 
25,909 customer inquiries and complaints were addressed during the year. 

The DPUC's most important activities in the electric utility area were decisions on the United 
Illuminating Company's recovery of its Seabrook investment and rates for the next three years, 
investigation of the proposed NortheastUtilities/Public Service Company of New Hampshire merger 
and participation in Federal Energy Regulatory Commission proceedings on that merger proposal. 

Among the DPUC's significant telecommunications decisions this year were approval of the first 
applications to provide limited competitive telecommunications services, two CATV franchise 
renewals, and a CATV programming dispute settlement that resulted in nearly half a million dollars 
in customer refunds. 

For gas utilities, the DPUC approved rate increases for two companies, in each case the first such 
increases in five years. Major decisions affecting water utilities included a report to the Governor 
recommending greater water conservation efforts, approval of two major land sales, and rate increases 
for two large companies necessitated substantially by construction needed to meet federal Safe 
Drinking Water Act standards. 

The department's strong commitment to affirmative action was demonstrated by an excellent 
hiring rate - three minorities of eight new hires - and an improved minority retention rate, which 
combined to contribute to a significant increase in minority representation in the DPUC work force. 
The 1989 affirmative action plan was fully in compliance with no reported weaknesses or deficiencies. 

Office of Consumer Counsel 

EUGENE M. KOSS, Consumer Counsel 
Established - 1975 Statutory authority - Sec. 16-2a 
Central office - 136 Main St., Suite 501, New Britain, Conn. 06051 
Average number of full-time employees - 10 
Recurring operating expenses - 1989-90 - $449,193 
The Office of Consumer Counsel (OCC) is an independent state agency responsible for represent- 
ing the interests of Connecticut's utility consumers. In this capacity, the OCC appears before state and 
federal administrative agencies and the courts. The Department of Public Utility Control (DPUC) 
establishes utility rates and the levels of service to be provided by public service companies, utilities 
spend millions, if not tens of millions of dollars annually seeking rate increases and other concessions. 
Connecticut's ratepayers, who are bearing the costs of these requests, would often be unrepresented 
without the OCC. 

During the 1989-1990 fiscal year, there continued to be dramatic changes in the utility industry. 
Moderate inflation, capital and tax costs, as well as the prices of oil and natural gas, should benefit 
utilities and consumers alike. Nonetheless, major events occurred. Exhaustive and protracted 
negotiations between The United Illuminating Company (UI), the OCC, the Office of the Attorney 
General, and the DPUC's Prosecutorial Division resulted in a settlement covering the Seabrook 
nuclear generating station. This allowed UI to recover $640 million or 54 percent of its investment 
in this troubled project. However, UI sought rate increases for 1990, 1991 and 1992 adding to 11 

The OCC presented comprehensive testimony which demonstrated that no more than six percent 
was necessary. The DPUC recognized a number of significant elements in OCC 's case, but authorized 
rate increases of almost nine percent. This matter does not diminish the importance of the over 200 
other cases in which the OCC advocated the interests of consumers. 

The acquisition of Public Service Company of New Hampshire by Northeast utilities, the Iroquois 
Pipeline, the entry of AT&T, MCI and others into portions of the intrastate telephone marketplace and 
the design of electric, gas and water conservation programs received considerable input from the OCC. 


In the continuing evolution of the telecommunications, cable television, water and natural gas 
industries, the OCC has been active in assuring that ratepayers do not suffer from deterioration of 
service and are not harmed in the battles over competition. The OCC remains the single most proactive 
opponent of efforts to increase local calling rates and has vigorously opposed the utility efforts that 
keep Connecticut's gas rates at relatively high levels. 

The OCC is an equal opportunity employer committed to affirmative action. The OCC believes it 
is unrealistic to expect the vestiges of discrimination against minorities and women to be eradicated 
without deliberate, positive steps. During the past fiscal year, the OCC filled one professional position 
with a female employee. The significant effort that preceded the hiring of this employee was rewarded 
by a valued addition to the agency's staff. The agency remains committed to the letter and the spirit 
of affirmative action. Thus, the OCC will continue to actively recruit minority and female applicants 
as positions become available. 

Connecticut Siting Council 


Established - 1971 Statutory authority - Sec. 16-50g - 16-50z, 

and 22a-114 , 22a-132 

Central office - 136 Main St., Suite 401, New Britain, Conn. 06051 

Average number of full-time employees - 10 

Recurring operating expenses - 1989-90 - $338,472 

Capital outlay - $7,793 


Established to balance the need for adequate and reliable public service with the need to protect the 
state environment, including public health and safety; when necessary, the council has the authority 
through state law to override local land use bodies to site transmission and electric generating facilities 
of utilities and large private power producers; utility, community antenna television (CATV), cellular 
mobile telephone, state-owned telecommunications facilities, hazardous waste management facili- 
ties, low-level radioactive waste management facilities and ash residue management facilities. 

The chairperson is a member of the Curriculum Advisory Committee for the "Emerging Environ- 
mental Issues" program in the state technical colleges. She also worked on the subcommittee directing 
preparation of the Connecticut Energy Advisory Board Report to the Governor and legislature, and 
she is alternate liaison to the Nuclear Regulatory Commission. 

The council's executive director, Joel M. Rinebold, supervises staff, serves as the council's 
legislative liaison, and manages the council's administrative and procedural activities. 

In the 1989-90 fiscal year, the council held 37 public hearing sessions, 28 energy and telecommu- 
nications meetings, three hazardous waste meetings and processed 17 petitions for declaratory 
rulings. The council was also involved in several Department of Public Utility Control proceedings. 

This year the council, with public participation, certificated one waste wood-burning electric 
generating facility, one resource recovery facility, one landfill gas reclamation turbine, two under- 
ground electric transmission facilities, 16 cellular telephone facilities, six telecommunications 
facilities, one new substation and one transmission line rebuild. 

Seven days and three evenings of hearings have been held on the Iroquois gas pipeline application. 
Council-certificated resource recovery projects now operating or under construction have a total 
projected capability to process over 80 percent of the state's annual municipal solid waste, with an 
electrical capacity over 200 megawatts. Total alternative energy generating capacity from a landfill 
gas reclamation turbine is 3.3 megawatts. 

This year, 17 development and management plans and the detailed conditions of the council's 
orders for approved projects have or are now being implemented under the surveillance of members 
and staff. 

In October, the Energy and Telecommunications Council reported on the ten-year forecasts of 
loads and resources submitted March 1 , 1 989. Hearings were co-sponsored by DPUC. These forecasts 
indicated an annual compound growth rate for peak demand of approximately 1.9 percent for the 
Connecticut Light and Power (CL&P) and 0.5 percent for the United Illuminating Company (UI) for 
the period 1988-1998. On May 14, 1990, the Energy and Telecommunications Council and DPUC 
co-sponsored hearings to review the 10- and 20-year forecasts of loads and resources submitted on 
March 1, 1990. These forecasts reduced the projections to an annual compound growth rate for 


summer peak demand to approximately 1.8 percent for CL&P and 0.9 percent for UI for the period 
through 2009. 

A detailed report of these forecasts is available in the council' s annual Review of Connecticut Electric 
Utilities' Forecasts of Loads and Resources. 

This year the legislature and the council focused on the efficiency of public participation within the 
council's proceedings with Public Act 90-254. More efficient regulation of the state's energy industry 
is expected. The council supports this law and publicizes all of its methods for effective public 
participation while protecting the public right to a timely decision. 

To promote fuel and administrative efficiency and control costs, the council clusters meetings, 
hearings, and field inspections on single days in single regions of the state whenever possible and has 
developed staff expertise to research applications instead of retaining consultants. 

In compliance with Conn. Gen. Statutes Sec. 4-61(k), the council has adopted an affirmative action 
policy and designated an affirmative action officer. 

During 1989-90, council membership for low-level radioactive waste and hazardous waste 
proceedings consisted of: GloriaDibble Pond, chairperson; Commissioner FrederickG. Adamsofthe 
Department of Health Services (ex-officio); Commissioner BernardR. Sullivan of the Department of 
Public Safety (ex-officio); Mortimer A. Gelston; Harry E. Covey; Daniel P. Lynch, Jr.; Paulann H. 
Sheets; Dr. William H. Smith and Colin C. Tait. 

Council membership for energy and telecommunications was the same, with the exception that the 
ex officio members were Department of Public Utility Control Chairperson Peter G. Boucher and 
Department of Environmental Protection Commissioner Leslie Carothers. 





Department of Correction 

LARRY R. MEACHUM, Commissioner 

Established - 1968 Statutory authority - Chap. 325 

Central office - 340 Capitol Ave., Hartford, Conn. 06106 

Average number of full time employees - 4,517 
Recurring Operating expenses - 1989-90 - $187,045,925 
Capital outlay - $255,665,000 
Value of real property - $194,285,231 
Organization structure - Office of the Commissioner, Institution Services, Pro- 
grams and Services, and Administrative Services 

The Department of Correction, a component of the Connecticut criminal justice system, protects 
the community by providing fair, humane, safe and secure care for those remanded to it, and by 
intervening to reduce the criminality of those sentenced to its care. 

On June 30, 1990, the Connecticut Department of Correction managed the lives of 15,926 people. 
Population growth and facility expansion were the operative terms that dominated corrections in 
Connecticut in the 1980's. 

The corrections system contained less than 4,000 confined inmates in 10 facilities in 1980; in 1990 
the numbers had more than doubled, to 9,589 inmates in 22 correction centers and institutions. Table 
1 illustrates that the population increases in just the last five years. 

|Inmate Population 









+ 512 

+ 8.92% 



+ 552 

+ 8.83% 



+ 509 

+ 7.48% 



+ 1,583 

+ 21.64% 



+ 690 

+ 7.75% 

* Figures are based on fiscal years 

The staffing level of the department stood at 1,600 in 1980, the operating budget at $40 million. 
A decade later, staffing had trebled and the budgethad quadrupled. In the 1980's the correction system 
continuously operated at or near 110 percent of capacity — the threshold for the emergency release 
of inmates as required by Conn. Gen. Statute Sec. 18-87(f). The majority of inmates served no more 
than 10 percent of their sentences as a result of prison overcrowding. The number of community 
programs increased 493 percent just between 1985 and 1990, largely the result of the capacity limits 
of facilities (see Table 2). Punishment, and treatment and rehabilitation efforts became less effective. 


in Com mi 

miry Programs 1985-9( 














- 189 

- 15.02% 






+ 185 

+ 17.31% 






+ 1,184 

+ 94.42% 






+ 1,995 

+ 81.83% 






+ 1,904 

+ 42.95% 

* Figures are based on fiscal years 

Consequently, with the support of Governor O'Neill and the legislature, the department embarked 
on a 6,276-bed, $700-million expansion project. In fiscal 1990, 1,260 beds were added to the 
correctional system. The Western Substance Abuse Treatment Unit in Newtown, the Northeast 
Correctional Center in Mansfield, and the Willard Correctional Institution in Enfield were opened; 
and the Carl Robinson Correctional Institution was expanded. Four new facilities and six expansion 
projects are scheduled to add 2,162 beds in 1991. 

Pre-trial initiatives and post-sentence options were virtually nonexistent in 1980. In place 



statewide, they now save thousands of correctional beds, while still providing supervision and 
treatment required for offenders (see Table 3). 

|Pre-trial Population 1985-90 

Year Number 



1985-86 1,188 

+ 5 

+ 0.43% 

1986-87 1,504 

+ 211 

+ 17.76% 

1987-88 1,895 

+ 259 

+ 17.22% 

1988-89 2,461 

+ 699 

+ 36.89% 

1989-90 1,849 

- 612 

- 24.87% 

* Figures are based on fiscal years 

Drugs continued to fuel crime in Connecticut. In 1990 an estimated 81 percent of the correction 
system's inmate population were drug abusers. A specialized shock incarceration facility, under 
construction, is scheduled to become operational in 1991. With the scheduled elimination of the 
Supervised Home Release Program on July 1, 1993, the pre-trial population and the least serious 
offenders will be diverted to community sanctions and programs, and treatment will be made available 
to drug offenders in response to the problem of substance abuse. 

Health Services 

The reorganization of the department's health-care system continued. Medical, psychiatric and 
allied professional health services were fully integrated into a centrally administered health-care 
program. Intense recruiting also continued in the face of the unprecedented expansion of the inmate 
population. A nurse recruiter was hired, and nursing supervisors were added to the six regional 
medical complexes. Two disease processes continued to demand increasing medical attention: HIV- 
infection and tuberculosis. Policies and procedures were developed to respond to the medical, ethical 
and legal issues associated with these diseases. 

Mental health services were expanded in 1989-1990 at the two correctional institutions in Enfield 
to include the ordering and dispensing of psychotroplic medications. The division's activities also 
focused on the planning for the staff and service needs of the new facilities added to the correction 
system in fiscal 1990 and of those scheduled for completion in 1990-91. 

As in the past, the Forensic Services Division worked in close conjunction with the departments 
of Mental Health, Mental Retardation, and Children and Youth Services. A forensic panel was created 
this year to intervene in acute or chronic cases that are unusual or particularly difficult. 

The Community Health Services Division expanded its role this year to include the medical needs 
of discharged inmates and the release protocols for inmates with tuberculosis. Also, the department's 
Release of Information Form was revised to comply with the new law governing the release of HIV - 
related information. 

The major development in the Pharmacy Division was the regionalization of its services; and 
licensed pharmacists eventually serviced all six regional medical complexes. Also, a project to 
standardize pharmacy procedures was begun. 

Inmate Classification 

To uniformly determine facility placement and program assignment, all inmates admitted to the 
department after August 1, 1989, and those already confined were classified this year under an 
objective system based on five risk-levels and seven inmate-need areas. InDecember 1989 the Central 
Inmate Records Unit was created to standardize inmate recording procedures. 

Correction officials recorded a record amount of male inmates on June 30, 1990: 8,953. The 
system's male inmate population exceeded the legislative overcrowding capacity set by Conn. Gen. 
Statute Sec. 18-87 on 12 occasions for a total of 199 days; the female inmate population on 34 
occasions for a total of 236 days. The department avoided the emergency release of inmates through 
the assignment of inmates to community supervision. 


New legislation profoundly affected the Department of Correction in 1990. Summaries of some of 
the more significant public acts follow: 

• P. A. 90-250. An assault on a correctional employee on duty now becomes a Class C felony. If the 
assault was committed by an inmate, the additional term of confinement will run consecutively to the 
term being served. 


• P.A. 90-261. Section 1(d): Emergency projects for correctional projects must begin before Jan. 
1, 1992. Section 3(e): The Commissioner of Correction will not release an inmate to community 
residence after June 30, 1993. Section 5: A person convicted of a felony, incarcerated after Sept. 30, 
1990, sentenced to one year or more, and having served at least 50 percent of the person's sentence 
must appear before the Board of Parole for release. A person convicted of a capital felony will notbe 
eligible for parole. A person serving a mandatory minimum sentence that may not be suspended or 
reduced by the court will not be eligible for parole until 50 percent of the mandatory minimum or 
definite sentence is served. Section 8: The Office of Adult Probation will establish a intensive 
probation program, separate from regular probation, to place inmates in the community under close 
supervision and restriction to reduce prison overcrowding and to contribute to their rehabilitation. 
Section 10: A youth between 16-21 and convicted of certain offenses will not be eligible for the 
Alternative Incarceration Unit. Section 10(b): Incarceration in the Alternative Incarceration Unit will 
be for at least 180 days. 

Planning and Project Management 

The unit focused on the revision of the department's administrative directives and departmental 
regulations under the Uniform Administrative Procedures Act. Sixty policies were developed for 
review, and four directives — dealing with the mission statement, the human immunodeficiency virus 
infection, the honor guard, and furloughs — were promulgated. Regulations concerning the prison 
system's capacity were revised, and revisions of the regulations governing the Supervised Home 
Release Program and the department's basic structure and operations were started. 


This Security Division conducted 32 investigations, and inspected and audited all 20 facilities in 
the Connecticut correctional system in the following subject areas: chemical agents, contraband, 
counts, perimeter security and weapons. It also established and trained facility staff to conduct internal 
affairs investigations, and initiated the first annual tactical team competition between correctional 
emergency response teams. 

Training and Staff Development 

This year, the Connecticut Justice Academy evolved into the Center for Training and Staff 
Development, located in Mansfield. As a result of the unprecedented growth of the department's staff, 
1,091 trainees attended pre-service orientation training. A formal, 13-week orientation program for 
correctional officers was initiated in February 1990; nonuniformed staff completed seven weeks of 
formal training. Orientation coursework consisted of 35 modules, including the supervision of 
inmates, interpersonal skills, conflict management, the prison society, security issues, cardio- 
pulmonary recussitation, first aid, the Acquired Immune Deficiency Syndrome and unarmed defense. 

At the Center Annex in Haddam, 238 captains and lieutenants and 132 nonuniformed supervisors 
attended instruction in correctional supervision, and a five-day course focusing on leadership, 
interpersonal skills, civil liability, affirmative action and discipline. Also, the annex conducted a 
variety of professional workshops throughout the year, including ethics for managers, cognitive 
behavior therapy, management of aggressive behavior, recruitment training, cultural diversity in the 
workplace, effective presentation skills, train the trainers, policies and procedures, discipline and 
grievance procedures. 

Institutional Services 

Thomas F. White, Deputy Commissioner 

Institutions/Correctional Centers 

Bridgeport. This year the inmate population exceeded 1,000 for the first time, amid the disruption 
caused by the construction of new dormitories, program spaces, and a hospital. Adult basic education 
and computer literacy programs were initiated. 

Brooklyn. Personnel changes and construction projects dominated events this year at this. Twenty- 
five new officers were transferred to the center, including its first female officers. The renovation of 
the existing structure continued, including an administration addition and the installation of a 
sprinkler system and fire escapes. A 300-bed facility was scheduled for completion in December 
1990. Carol Dunn was named warden in March 1990. 

Carl Robinson. The inmate population virtually doubled in two months at this Enfield facility, with 
the completion of six new housing units and the addition of 600 inmates. Also, 133 new employees 
were added to the staff. A new perimeter fence with razor ribbon and a detection system was installed. 


A new operations and activities building and a new mess hall will be completed next year. Visiting 
hours were expanded; the bakery program was restarted; a graphics arts program was initiated; and 
Student Find, a special education program, was enlarged. George D. Bronson was named warden in 
September 1989. Deputy Warden Edward T. Arrington was selected as a State of Connecticut 
Manager of the Year in May 1990. 

Cheshire. A 10-percent increase in inmate turnover — a total of 3,200 inmates — signalled the 
continued emphasis on community release and the movement of the pre-trial population. Two major 
projects were completed: phase one of the kitchen renovation and the visiting-room expansion. Other 
projects included the renovation of the pharmacy building, the replacement of the commissary roof, 
the construction of a computer classroom, and the installation of exhaust fans, computer terminals and 
an underground electrical service. English as a second lan-guage was added to the educational 

Eddy Driving-While-Intoxicated (DWI) Unit. This Middletown facility offered a full range of 
treatment programs for alcohol-related motor-vehicle offenders, as well as work opportunities to 
benefit the community at large: projects at Cedar Crest and Connecticut Valley hospitals and 
Middlesex Community College; projects in conjunction with the Connecticut Alcohol and Drug 
Abuse Commission, the Department of Economic Development, and two troops of the state police; 
and speaking engagements at local high schools to reduce the incidence of teenage DWI. The number 
of inmates serving mandatory terms and 48-hour weekend sentences increased substantially. The full- 
service alcohol treatment plan was expanded to a length of 30 days. 

Enfield. Two "firsts" marked the year. The first private-industry project — micro-filming — was 
launched in conjunction with the Aetna Insurance Co. in May; and eight inmates were graduated from 
Asnuntuck Community College in June in the first college graduation ceremony held at a facility . The 
facility received larger numbers of level-four inmates and those serving longer terms. 

Hartell DWI Unit. This Windsor Locks facility expanded the service spaces and on-site services 
for its approximately 100 alcohol-related motor-vehicle offenders. A maintenance shop and a medical 
unit were opened, and an additional full-time teacher joined the educational staff. 

Hartford CC. Staff developed creative approaches to deliver services to a population growing at an 
unprecedented rate. Formal recreation programs and self-image and writing courses were initiated. 
The admission and discharge area was restructured to accommodate 350 inmate movements per day. 
Community volunteers representing eight churches and organizations were honored with a banquet. 

J.B. Gates. Expansion projects dominated at Gates this year. When scheduled construction is 
completed, the Niantic facility's capacity will almost double, and the facility will gain its own food- 
service building, commissary, gymnasium, and visiting area. A data-entry program was initiated. 

Jennings Road Detention Center. The 1 14-bed Hartford facility continued to serve primarily as a 
pre-trial detention center. In its first year in the correctional system, the center focused on developing 
its policies andprocedures andon expanding its inmate programs. Religious and addiction programming 
was developed through volunteer and contracted services. Visiting hours were expanded, and an 
inmate newspaper and college-entry and continuing-education programs were established. Inmates 
also continued to participate in the "Get Smart" program in area schools. 

Litchfield. Continual overcrowding meant accelerated activity here. The center offered an array of 
in-house programming, including Nascent House, a therapeutic community. Inmates participated in 
a work release program with an area employer, as well as municipal beautification and repair projects. 
The center also continued to heavily invest in community access programming. Inmates participated 
in community Alcohol Anonymous meetings, and professional and religious groups visited at night 
and on weekends. Nicholas Grippo was named warden in March 1990. 

Manson Youth Institution. This Cheshire facility continued to offer a variety of mental-health and 
substance-abuse programs to approximately 700 youthful offenders. This year, its educational 
programs added evening classes in adult basic education, speech and communication in conjunction 
with Mattatuck Community College. The Department of Mental Health expanded its family focus 
program. A weekly Catholic mass for Hispanic inmates, two bible study classes and a survivors-of- 
sexual-assault group were initiated. Special events included jogging and arts programs, concerts and 
an annual basketball clinic. 

Montville. Construction of a new facility to replace the existing physical plant served as the focus 
this year in Montville. The greenhouse was dismantled and relocated to accommodate the new 
facility. The hot water system in the existing center was replaced. Inmates assisted Mothers Against 
Drunk Drivers in the preparation and packaging of literature, and the Toys for Tots Program by 
reconditioning toys. Kenneth W. Smalarz was named Correctional Officer of the Year in May 1990. 

Morgan Street Detention Center. One word describes the activities this year: productive. Using 
maintenance staff and inmate labor, this Hartford facility's gymnasium was renovated and telephones 


were installed for inmates; business, personnel and conference offices were completed; a new visiting 
room was built; and the property and clothing rooms were moved to a renovated area. Also, an 
educational furlough program was initiated, and addiction programs were expanded to include 
Spanish-speaking Alcoholics Anonymous meetings, meetings for Adult Children of Alcoholics and 
a relapse prevention group. 

New Haven. The center processed 7,100 admissions, a 7-percent increase. The 104-bed dormitory 
expansion was scheduled for completion in August 1990; the multilevel garage to replace the parking 
area lost to the dormitory expansion was scheduled for completion in 1991. One part-time and two 
full-time teachers, a principal and a school psychologist were added; and approximately 400 inmates 
enrolled in educational programs. Recreational opportunities for inmates were enhanced with the 
addition gospel concerts, arts and crafts and health-fitness activities, the second Annual J.B.A. 
Basketball Tournament, and May and October fests sponsored by the World Prison Poetry Center. 

Niantic. The institution complied with the West v. Manson consent judgment by renovating its in- 
and out-patient medical areas, expanding addiction-services and nurses-aide programs, removing 
asbestos from six buildings, installing security screens and a computer laboratory in the school, and 
developing a pre-release program. Its gospel choir, Voices of Joy, contributed $5,000 from its tape- 
recording proceeds to Yale-New Haven Hospital. 

Northeast. Opened in March 1989, the Storrs center focused on preparing low-risk minimum- 
security inmates for successful reintegration into society through a variety of educational, substance- 
abuse, and re-entry programs. 

Somers. Somers served as the state's only maximum security long-term institution, with 1,385 
inmates. During the year, the institution processed 4,578 men through its reception-diagnostic unit, 
a 40.9-percent increase when compared with the previous year. Also, it processed 3,758 transfers to 
other facilities, reviewed 805 applications for community release programs and approved 339, and 
recorded 698 family visits. Body alarm systems were installed to increase the personal security of 
correction officers and to establish an early-alarm network. Its acclaimed computer program 
continued, and a vocational training program in building maintenance was initiated. Lawrence R. 
Tilghman was named warden in October 1989. 

Union Avenue. Despite a court-ordered daily average of approximately 100 inmates, this New 
Haven center handled more than 18,000 prisoners and inmates. A new fire-safety system was 
installed, and new toilet-sink fixtures were installed in every cell. Also, the treatment staff was 
expanded, and the early screening program was initiated to allow the courts to dispose of more cases 
at the arraignment level. 

Western Substance Abuse TreatmentUnit. This Newtown facility began to receive inmates on Dec. 
18, 1990. A children's visiting area was established by staff, inmates, and volunteers. In June, inmates 
started their first community-service project at Fairfield Hills Hospital and participated in the Arts in 
Correction display at the Legislative Office Building in Hartford. 


The 20-year-old furlough program again declined as a result of the increasing reliance on 
community release programs. The furlough program operated at a 98.3-percent success rate. It 
recorded 6,149 furloughs, with 22 escapes and 22 arrests reported. Table 4 presents furlough data for 
the last five fiscal years. 

[Furloughs 1985-90 ~l 






+ 5,364 



+ 3,277 



- 4,610 



- 14,506 



- 4,108 













* Figures are based on fiscal years 


Programs and Services 

Lawrence H. Albert, Deputy Commissioner 

Throughout 1989-90 fiscal year, the Programs and Services Division remained committed to 
providing quality institutional program opportunities while expanding its field services to clients 
released to community-based treatment and supervision programs. 

The continued rapid growth of the inmate population reinforced the importance of good correc- 
tional programming. With the department's ongoing facility expansion projects, the program 
divisions diligently worked to ensure that each new facility had a comprehensive schedule of 
programs for its offenders. 

The division is reorganizing its addiction, community, and parole services, and is establishing 
regional field offices. Also, the supervision, service and treatment programs for the inmates released 
into the community will continue to expand. 

Addiction Services 

Because eighty-one percent of the inmate population are drug abusers, the division's methodology 
focused on the recovery process: evaluation, primary treatment, follow-up counseling, and self-help 
abstinence fellowships. The division enhanced and solidified its service network within its innovative 
continuity-of-care model. It provided substance-abuse services to more than 24,000 clients in 19 
facilities; and, through Project FIRE - Facilitating Integration and Re-Entry Experience - provided 
treatment intervention to approximately 9,400 clients. Also, the division extended comprehensive 
services to 3,400 clients. The Winners Club, a group of former inmates involved in the department's 
addiction services program, continued to expand. During 1989-90, more than 120 members of the 
Winners Club assisted other inmates in their recovery process. 

Community Services 

Community Services expanded its programs and services to alleviate overcrowding and to augment 
existing inmate services. Non-residential service providers placed 1,291 clients into emergency and 
temporary housing, and 206 into permanent housing. These providers also secured jobs for 1,600 
clients. Two new PREP - Public-Private Resources Expansion Project - programs were started to 
assist inmates in their reintegration into communities. They were: the Phoenix Project in the lower 
Naugatuck Valley and Project Seek in Meriden. 

Seventy -eightbeds were added to residential services as seven units were opened: Mary Magdalene 
Halfway House and Maple Street House in Bridgeport, Fellowship House in Groton, Retreat Avenue 
House and the Wyllis Street facility in Hartford, Genesis House in New London, and Women and 
Children's Halfway House in Waterbury. 

Community release placements totaled 1,473. Also, eight new Alternative Incarceration Centers 
were contracted, bringing the daily capacity of 16 centers to 1,005. 

Education Services 

Unified School District No. 1 offered college programs, vocational, technical and trade instruction, 
and classes in adult basic education, special education, English as a second language and high-school 
equivalency preparation to 7,112 inmates. More than 200 inmates earned high-school-equivalency 
diplomas; 250 earned certificates of completion for vocational training programs; and eight received 
associate's degrees in business administration and general studies from Asnuntuck Community 

The Connecticut AdultPerformanceProgram was initiated. It uses a competency -based educational 
process to ensure that inmates attain the proficiency to function in society. 

Industrial Services 

Correctional industries recorded its fifth consecutive year with a profit, employing approximately 
20 percent of the available work force at six facilities in Cheshire, Enfield, Niantic, and Somers. 
Inmates engaged in printing andengraving; optical services; agriculture; automotive repair; furniture 
construction, refinishing, and reupholstery; data processing; and the production of license markers, 
highway signs, clothing, and mattresses. 

The first private-sector prison industry was started in May 1990 at the Connecticut Correctional 
Institution in Enfield, a micofilming operation for the Aetna Insurance Co. In the first two months, 
six inmates earned $2,911 — and paid $582 for board, $495 for taxes, $145 to the State Commission 
on Victim Services, and $108 for family support. Additional projects are being developed to offer 
similarly productive activities for inmates. 


Parole Services 

The population on parole or supervised home release increased 45.3 percent this year, from 4,117 
to 5,982. When including those inmates that exited the program during the year, the number of 
individuals in Supervised Home Release Program totaled 11,758. 

Connecticut accepted 52 inmates from other states under the Interstate Corrections Compact, and 
sent 59 inmates to other correctional systems or to the U.S. Bureau of Prisons. 

The Parole Services Division added 12 parole officers to its staff during the year. The New Haven 
district office relocated. 

Religious Services 

Religious services were conducted throughout the system, and major programs were provided to 
Catholic, Indian, Islamic, Jewish, and Protestant inmates in the larger facilities. Volunteers were 
recruited and trained to serve the expanding population, especially the Islamic sects. 

Volunteer Services 

An active corps of 1,583 volunteers contributed 116,128 hours of service to rehabilitation 
programming for 5,126 inmates in 20 facilities and 12 community -based programs. They expanded 
drug and alcohol treatment programs and augmented employee assistance programs and self-help 
projects for inmates and their families. They served as literacy volunteers, gardeners, tutors, retailers, 
escorts, instructors, and program coordinators; organized workshops in visual arts, poetry, writing, 
and music; and conducted sports clinics and religious services. They operated the prison store in 
Bloomfield, and served on the boards of halfway houses and community service agencies. 

Administrative Services 

Leonard G. Barbieri, Deputy Commissioner 

Affirmative Action 

The department continued to work closely with the Commission on Human Rights and Opportu- 
nities. For the first time, the department was approved to file its affirmative action plan on an annual 
basis, rather than on a semiannual basis. The agency increased its minority and female work force by 
3.3 percent. At the end of 1989-90, protected classes constituted 48.6 percent of the agency's 
employees and 44.7 percent of its administrators and professionals. 


Maintaining the department's commitment to openness, the Communications Office responded to 
more than 1,800 inquiries from the print and broadcast media. The office coordinated 132 interviews 
with commissioners, wardens, and other agency staff. A desktop publishing system was installed to 
reduce the cost of printed materials and the time to produce them. Daily transmittals of the 
department's electronic newsletter, Good Morning DOC , were initiated. William L. Wheeler was 
named director of Communications in April 1990. 

Employee Assistance 

The division served 1,775 employees during the year through its Employee Assistance Program, 
training activities and wellness programs; and 445 family member took advantage of the department's 
family program. For the first time, critical-incident stress briefings were offered to line staff following 
the disturbance at the Carl Robinson Correctional Institution on June 25, 1990. The division 
coordinated the purchase of safety shoes for line officers and non-skid resurfacing materials for the 
facilities, the formation of safety committees at the facilities, and the production of a safety manual. 
Also, it designed and distributed a day-care needs survey and supported the volunteers trained in 
crisis-counseling intervention for staff who had been assaulted. 

Engineering Services 

PA. 89-353 called for the expedited construction of correctional facilities to respond to the crisis 
of overcrowding. The result was a 6,276-bed, $700-million expansion project. This year, 1,260 beds 
were added to the correctional system. Three new facilities — the Western Substance Abuse 
TreatmentUnit in Newtown, the NortheastCorrectional Center in Storrs, and the Willard Correctional 
Institution in Enfield — opened, and 600 beds were added at the Carl Robinson Correctional 
Institution in Enfield. In the next fiscal year, four new facilities and six expansion projects are 
scheduled to increase the system's capacity by 2,162 beds. 


Fiscal Services 

The department spent $187,045,925 during thel989-90 fiscal year, including $130,068,408 for 
personal services, $13,774,912 in fixed charges, and $1,176,474 for equipment. The average daily 
costper inmate rose 2 cents to $58.68, an annual costof $21,418.20. The HartellDWIUnit in Windsor 
Locks recorded the highest daily cost, $82.83; the Correctional Center in Brooklyn recorded the 
lowest, $43.08. Gail A. Mattison was named chief of fiscal and administrative services in January 

Human Resources 

This division typified dedication in the face of unprecedented challenges; and it received the 
department's Outstanding Unit Award in May 1990. The division's staff coordinated the recruitment 
and hiring of 1,023 employees, including 696 correction officers — the largest staff growth of any 
State of Connecticut agency in history. More than 2,000 correction officer candidates were interviewed, 
each requiring a physical examination and a thorough background check. Also, the Labor Relations 
Section standardized and streamlined procedures, a crucial action in light of the more than 400 step- 
three grievances and arbitrations it handled. The Planning and Staff Retention Section handled 109 
retirements this year, as well as the staffing requirements for three new facilities and the expansion 
of existing facilities. 

Research and Management Information 

This Management Information Section recorded three major accomplishments in its support of the 
agency's automation project: the implementation of the Objective Classification System, a 
departmentwide message-sending capability, and an inquiry function. Also, management informa- 
tion system components were upgraded to increase their usefulness and to reduce the reliance on 
manual efforts in the field. The Research Section continued to supply data in support of management 
decisionmaking, the dissemination of information to the news media and the public, and the 
evaluation and planning activities of the Prison and Jail Overcrowding Committee. Robert L. Wells 
was named data processing manager in January 1990. 

Board of Parole 


Established - 1968 Statutory authority - Sees. 54-124a - 54-129 

Central office - 90 Brainard Road, Hartford, Conn. 06114 

Average number of full-time employees - 3 

Recurring operating expenses - 1989-90 - $205,792 


The Connecticut Board of Parole is an autonomous agency, but it is assisted with administrative 

support by the Department of Correction. 

The board is authorized to grant paroles to individuals in state correctional institutions when they 
become eligible, in accordance with these sentencing statutes. The board's primary responsibilities 
include granting parole, denying parole, establishing the conditions and provisions of parole, 
revoking parole, rescinding parole, and granting discharge from parole. Services and supervision for 
individuals paroled by the board are the responsibility of the Department of Correction, Division of 
Parole, and consequently, although separate agencies, the two departments have related responsibilities 
and function cooperatively. 

The board schedules individuals for parole hearings approximately four months prior to their 
earliest parole eligibility dates. This allows individuals granted parole sufficient time to develop their 
parole programs and also gives the Department of Correction an opportunity to review those 
individuals who have been granted parole for reductions in custody, placement in community release 
facilities, and furloughs. 

State law allows crime victims, their families, or legal representatives, to appear before panels of 
the board and permits them to make statements concerning whether the inmate should be released on 
parole or the nature of any terms or conditions to be imposed upon any such release. The board is also 
required to notify any victim authorized to appear at a hearing of the date, time andplace of the hearing, 
if such victim has requested the notice and has provided a current mailing address. Parole hearings 
are open to the public. Several victims and families of victims have appeared before panels of the 


board during this fiscal year. 

Each individual appearing before a panel of the board is recalled following the hearing and is 
informed of the panel's decision. In cases when parole is denied, the reasons are explained to the 
individual, along with the date he will next be considered for parole, if parole is to be considered again. 
In cases where individuals are serving their Connecticut sentences in other jurisdictions, the board 
normally reviews these cases without the individual being present. 

In the last fiscal year, the board held hearings on 35 days. A total of 63 individuals were granted 
parole, including individuals who were paroled again after having their paroles revoked or rescinded, 
48 weredeniedparole, 46 cases were continued, eight paroles were rescinded, and49 paroles revoked. 

In total, 98 parolees were successfully discharged from parole, 80 at the expiration of their parole 
terms, 18 having been granted discharges by the board prior to the expiration of their sentences in 
recognition of their good adjustment on parole. 

Public Act 89-383 was signed into law on July 5, 1989. It included a provision giving the board the 
authority to grant medical parole to any sentenced inmate who suffers from a terminal illness and who 
is so incapacitated by the illness as to be incapable of posing a threat to society. Panels of the board 
granted five medical paroles during the fiscal year. Other actions taken by the board included the 
review, reconsideration, and revision of previous actions. 

Actions by the board in all categories totaled 241, compared with a total of 307 actions taken in the 
previous fiscal year. These figures reflect the steady decline inboard activity over the last decade since 
the elimination of indeterminate sentencing. P. A. 90-261, however, signed into law May 18, 
empowers the board to grant parole to most felony offenders serving definite sentences and will 
accordingly result in a dramatic increase in all actions. • 

The procedures of the board conform with the state and federal laws. 

Board members are appointed by the Governor. The board chairman is the only full-time member 
and acts as its administrative officer. During this year Henry A.Bissonnette, Jr., of Woodbury, served 
as chairman. In addition to the chairman, the board was comprised of the following members: Jacqui 
Anderson of Hartford; Vincent Gagliardi of East Haven; Mary Ellen Killeen of Enfield; Gertrude 
Murray, Norwich. In addition, Salvatore J. Esposito of New Haven; Arnold Schwolsky of Avon and 
Charles R. Whittingstall of New London were appointed to vacant board positions. 

Sheriffs Advisory Board/County Sheriffs Agency 

GEORGE R. ZEEB, Chairman 

Established - 1980 Statutory authority - Sec. 6-32a 

Central office - 84 Wadsworth St., Hartford, Conn. 06106 

Average number of full-time employees - 36 

Recurring operating expenses - 1989-90 - $15,112,632 

Capital outlay - $19,600 


The Sheriffs' Advisory Board was established for the purpose of operating a prisoner transportation 

and courthouse security system. It is an autonomous agency which administers its own budget and 

appropriated funds. 

The board is under the Office of the Comptroller for administrative purposes only. The Department 
of Correction provides technical administrative advice to the County Sheriffs' Agency. 

The board has met on an as-needed basis to direct the County Sheriffs' Agency and high sheriffs 
who operate the prisoner transportation/courthouse security system. 

The board cooperated with the Department of Administrative Services and other state agencies on 
behalf of the high sheriffs and the prisoner transportation and courthouse security systems; established 
operating procedures for the system and directed its activities as required for efficient coordination 
among the high sheriffs; established and administered the state appropriations allotted for these 

There are five board members and four alternates as mandated by the state law. The members are 
George R. Zeeb, Chairman, high sheriff of Middlesex County; Honorable Aaron Ment, chief court 
administrator; Larry R. Meachum, commissioner of the Department of Correction; Alfred J. Rioux, 
high sheriff of Hartford County; and state Comptroller J. Edward Caldwell. 


Department of Children and Youth Services 

AMY B. WHEATON, Commissioner 
Ralph E. Hughes, Deputy Commissioner, 
Established -1970 Statutory authority ■ Chap. 17-410 through 17-445a; 17-32 
through 17-51; 45-61b through 45-61i 
Central office - 170 Sigourney St., Hartford, Conn. 06105 
Average number of full time employees - 1,581 
Recurring operating expenses - 1989-90 - $143,719,340 
Capital outlay -$188,496 
Value of real property - $45,921,893 
Organization structure - Office of the Commissioner: 
Division of Children's Protective Services, Equal Employment 
Opportunity, Regions I through VI, Altobello Hospital, Long 
Lane School, RiverView Hospital. Acting Deputy Commissioner, 
Administrative Services: Divisions of Education, Fiscal 
Services, Management Information Systems, Personnel and Labor Relations, 
Policy, Planning and Communication, Program Development, and Quality Assur- 
ance. Region I: Greater Bridgeport Children's Center. Region H: High Meadows. 
Region V: Housatonic Adolescent Hospital. Region VI: State Receiving Home. 

The 1990 marked a period of structural improvements in the way services are delivered to abused, 
neglected, abandoned, delinquent, and mentally ill children and their families. Administrative 
enhancements, as well as improved practices and programmatic priorities were implemented in order 
to effect long term gains for children and families in need of services. 

Significant among the system improvements are the accomplishments of the Governor' s Task 
Force on Justice for Abused Children that included, for example, developing a three-year budget 
option increasing funding for a number of child and family -related programs; assigning new judges 
to hear child welfare cases in the next fiscal year; improving protections for child witnesses in sexual 
abuse cases; making the performance of diagnostic tests by physicians in child abuse cases without 
parental permission possible; and establishing a multidisciplinary team to coordinate the treatment 
of serious abuse cases in its service area. 

Progress on the Child Welfare Reform Initiative, supported in part by The Annie E. Casey 
Foundation, is evidenced by the establishment of the local governance entity, the New Haven Family 
Alliance, the establishment of two Intensive Family Preservation Programs in the project area, and 
two neighborhood Family Support Centers scheduled to begin operations in the fall of 1990. 

Administratively, the department has enhanced the regional management of services by transfer- 
ring the authority to negotiate and manage contracts from its central office to the regional offices, 
thereby giving local communities greater access to services relevant to their unique needs. Additionally, 
a uniform risk assessment protocol has been implemented in all regions, offering agency workers a 
state-of-the-art tool with which to identify the degree of risk to children. Intensive Family Preservation 
Programs, which are designed to prevent the removal of children from their families, have been 
established in every service region. The number of foster homes available increased during the fiscal 
year, reversing a troubling downward trend. 

Also, the department has taken the step of developing a comprehensive mental health plan for 
children and youth using Children and Adolescent Service System Program (CASSP) principles and 
guidelines as its philosophical base. This plan, to be implemented in next year, recognizes the need 
to take into consideration the treatment needs of abused and neglected children as well as other special 



Taken together, these enhancements will may prevent or alleviate much child and family distress 
in the coming years. However, as can be seen by the statistics in this report, abuse, neglect, 
delinquency, family disruption, and emotional disturbance continue to be a problem for too many 
children and their families. The Department of Children and Youth Services will continue to respond 
to these symptoms of family dysfunction, even as it works to develop preventive systems designed 
to have the long-term effect of reducing the need for reactive services on the part of the state. 

The legislature created the Department of Children and Youth Services in 1970 as the locus for 

Child Abuse and Neglect Investigations and Caseloads 

1988-89 1989-90 Change 
Investigations* 13,090 12,939 -1.2% 

Average Daily Case Load 12,571 12,521 
* Indicates those referrals accepted for investigation 

consolidated services to the children of Connecticut. In its first year, with responsibility only for 
delinquent youth, the department served 700 children. In 1974 responsibility for children's protective 
services was transferred to the department, and in 1976 mental health programs for children and youth 
were transferred. In 1988 responsibility for youth-oriented substance abuse programs was assumed 
by the department. By this fiscal year, the demand for agency services had grown to the point where 
some 12,521 children and families were served each day by the department on the average. 

A 15-member State Advisory Council, appointed by the Governor, advises the commissioner on 
overall Departmental policy and direction. 

The Mission of the Department of Children and Youth Services is to join with others to create the 
conditions within which all children in Connecticut: 

• Develop as healthy, productive and caring persons, free from harm and injury; 

• Experience enduring, nurturing relationships as members of permanent families; 

• Are supported in their transition to adulthood; 

• Receive services that are respectful of child time, responsive to children's individual and 
developmental needs, and sensitive to their heritage. 

Several operating principles guide agency staff in carrying out the Mission: 

• Children have a fundamental right to grow up as members of a family. The department, therefore, 
will work to support, enhance and empower individual families to care for their children. 

• Some children live in economic and environmental conditions that do not promote their healthy 
development. These conditions include poverty, substandard housing, the presence of substance 
abuse, and the absence of adequate health care. The department, therefore, will work with other 
Connecticut agencies and the private sector to address these public policy issues for Connecticut 

• Decision-making on behalf of children works best when it involves the family as well as others 
serving the family. The department, therefore, will develop an interdisciplinary case planning process 
which includes and values the input of family members. 

• Services work best when they are planned and delivered close to where people live. The 
department, therefore, will provide for services through a system of regional planning, program 
administration and funding. 

• The special needs of some children may require time-limited, out-of-home treatment. The 
department, therefore, will plan for, operate or fund an integrated system to meet the particular needs 
of these children. 

• Children and families are a vital source of information about the quality of services which they 
receive. The department, therefore, will include children, families, and citizen advocates in the 
assessment of services provided. 

• The department will invest its human and financial resources, to the greatest extent possible, in 
activities and programs most likely to advance this mission. 

The mission statement and operating principles provide the framework for a regionally managed 
service-delivery system that is committed to preserving and strengthening families so they may care 
for their own children, while at the same time ensuring that children are safe and have opportunities 
for healthy development. 

Regional management enables the department to plan, develop and coordinate programs that 
reflect the ethnic, cultural and linguistic character of the communities that they serve. Programs so 
established become rooted in the communities and can be expected to enjoy greater support and use 
by the families residing in regions. Additionally, consumers of services - families - are afforded greater 


opportunity to have input in the development and assessment of programs under such a model. 

Each region has a 21 -member Regional Advisory Council, appointed by the commissioner, to 
advise the commissioner and regional management on the development and implementation of 

Region I 

Region I serves 14 southwestern Connecticut area towns with a population of 646,100 from offices 
in Bridgeport and Stamford by providing direct child protection services and by collaborating with 
other public and private agencies to meet the needs of children and families in the region. There are 
41 preventive, treatment and out-of-home placement programs in the region and one state operated 
day treatment program. 

The Greater Bridgeport Children's Services Center is composed of three units including the day 
treatment program that serves 21 emotionally disturbed children ages 5-13 and their families; the 
Children's Psychiatric Crisis Service, a brief treatment, outpatient clinic and cooperative inpatient 
service with local hospitals; and the private Child Guidance Center, which in the 1989-90 fiscal year 
received 258 referrals. The center is Title XIX certified. 

Specialized initiatives in the fiscal year included the further growth of the Bridgeport Futures 
Initiative, redesign of the Regional Youth Substance Abuse Program (RYSAP) Youth Education 
Service and service enhancement to include a continuum of services in Norwalk and Stamford for 
substance abusing pregnant and postpartum women and their children; and complete implementation 
of a regional grants and contracts processing system. 

Region II 

Region II serves 653,460 citizens of 22 southcentral Connecticut communities from offices located 
in Hamden and Meriden. The regional staff manages grants and contracts for 62 community based 
programs serving children and families. During this fiscal year, the region, in collaboration with 45 
other service providers, developed the New Haven Consortium for Substance Abusing Women and 
their Children. The focus of the Consortium is to provide a continuum of care and service to maternal 
drug abusers and their infants and young children. The Consortium facilitated the passage of new 
legislation during the 1990 General Assembly session and it provides prevention and treatment 
services for substance abusing women. 

Other important initiatives in this last fiscal year included the development of intensive family 
preservation services, the addition of two new youth substance abuse prevention programs, the 
expansion of inpatient short term substance abuse treatment beds and the development of family 
reunification services. Major emphasis was placed on the retention of foster families and 30 support 
functions and 20 training sessions were held for foster parents during the fiscal year. 

Region II has administrative responsibility for High Meadows Residential Treatment Center. 
Located in Hamden, High Meadows provides an array of services for emotionally disturbed children 
ages 6 -15, including a day treatment program, group residence, residential treatment and a short-term 
diagnostic emergency placement program. During the 1989-90 fiscal year, 42 children were admitted 
to High Meadows, 29 of whom were served by the diagnostic emergency placement program. 

Region III 

Region III, which serves 34 towns in southeastern Connecticut with a population in excess of 
390,00, has offices in Norwich and Middletown. 

Major accomplishments for the year included the establishment of an intensive family preservation 
program in conjunction with the Child and Family Agency of Southeastern Connecticut and the 
Middletown Community Health Center; developmentof home-based aftercare program in cooperation 
with the Child Guidance Clinic of Southeastern Connecticut; development of a four-bed short-term 
diagnostic emergency services unit with Lawrence and Memorial Hospitals; planning for a diagnostic 
shelter with Waterford Country School; and initiation of a Children and Adolescent Service System 
Program (CASSP) through a grant from the National Institute of Mental Health. 

Region IV 

Region IV, which serves 20 northcentral Connecticut towns with a population of over 625,000, has 
offices in Hartford and New Britain. 

New initiatives in the region include the establishment of an intensive extended day program in 
collaboration with the Wheeler Clinic. It prevents the dislocation from the community of youths from 
families with service needs. Another initiative involved a program that provides complete health and 


developmental screening for all children from infants to six years-old entering the foster care system. 
Immediately responsive respite services were made available to all foster parents during the fiscal 
year. Additionally, a community based-team was established to coordinate services to victims of 
sexual abuse. 

Region V 

Region V, which provides services to 42 towns with a total population of 522,720 in northwestern 
Connecticut, has offices in Waterbury, Danbury and Torrington, and administers the Housatonic 
Adolescent Hospital in Newtown. 

Continuing efforts to develop a community based service delivery system that is child-centered and 
family-focused, regional staff effected the establishment of an Intensive Family Preservation 
Program, improved a Preschool Intervention Program to divert more effectively children from being 
placed with the department, and increased parental involvement in treatment planning. Additionally, 
two neighborhood-based substance abuse programs were established. 

The region addressed cultural issues through the sponsoring of two conferences for regional service 
providers on treatment issues in Hispanic families, and the establishment of an African-American 
foster parent support group. Regional administrators also collaborated with the department's 
personnel and affirmative action units in order to increase the number of minority workers, and 
sponsored a minority professional development workshop. 

Housatonic Adolescent Hospital is a psychiatric facility located on the grounds of Fairfield Hills 
Hospital in Newtown. It services the western third of the state, encompassing regions I and V. The 
hospital provides a full array of treatment services to youngsters ages 14 through 1 7 and their families. 
During the fiscal year 94 patients were treated. 

Region VI 

Region VI serves 35 northeastern Connecticut communities with a total population of 436,940. A 
new regional office was opened in January, 1990 with the transfer of staff and cases from Region HI. 
Significant achievements in the region include the establishment of a medical passport program for 
all children in out-of-home care, full implementation of the department's new risk assessment 
protocol, and the development of an Intensive Family Preservation Program serving northeastern 
Connecticut families. 

The Regional Advisory Council implemented a needs assessment that provided a basis for 
legislative support for departmental and regional needs. 

Region VI has administrative responsibility for the State Receiving Home (SRH), which provides 
residential care and evaluation for children ages 6-17 who are active protective services cases and 
whose circumstances or behavior precludes placement in a less restrictive setting. The purpose of 
residence at the home is to stabilize the child's behavior and evaluate future placement and treatment 
needs. During the fiscal year, 190 children received services at the State Receiving Home. 

River View Hospital For Children in Middletown is a 55-bed psychiatric hospital serving children 
ages 4 through 13 whose severity of illness precludes treatment in community-based or outpatient 
settings. The hospital provided evaluation and/or treatment to 139 children from throughout the state 
during the year. RiverView is also a training center for mental health professionals in child psychiatry 
and social work, and is affiliated with the Yale Child Study Center, the University of Connecticut 
School of Social Work and Middlesex Community College Human Service Program. The hospital is 
accredited and is Title XIX certified. The Henry D. Altobello Children and Youth Center is a 57-bed 
psychiatric hospital serving patients ages 14 -17 and whose severity of illness precludes evaluation 
or treatment in community-based or outpatient settings. Altobello evaluated and/or treated 121 
adolescents during the year. 

The hospital is also a training center for mental health professionals in social work and is affiliated 
with the University of Connecticut School of Social Work. Altobello is accredited and is Title XI 

Long Lane School, located in Middletown, is the state' s juvenile correctional facility for committed 
delinquents and headquarters for delinquency Parole Services. DCYS delinquency program goals, 
within the context of care and custody, include individualized treatment planning, community 
protection, and family reunification. Long Lane and the Parole Service program components together 
served 1,082 juvenile offenders in various levels of supervision, including maximum security. The 
facility had 278 new admissions, and its average daily census was 163.TheParoleDepartmentserved 
514 youth on a monthly basis, providing for 353 placements from Long Lane, plus 186 new 
commitments placed directly into alternatives to Long Lane. 

During 1989-90 fiscal year, an Intensive Community Supervision Program was implemented in 


Hartford and a substance abuse treatment program for facility residents was established. 
Code of Fair Practices/Affirmative Action 

Delinquency Commitments 

1988-89 1989-90 Change 
Total commitments 420 398 -5.5% 

Direct Commitments to 
Serious Juvenile 

237 212 -10.5% 

69 74 7.2% 

The department is committed to an aggressive and comprehensive affirmative action plan to assure 
equal employment opportunity and to provide services and programs to the public in a fair and 
impartial manner. It is the department's objective to ensure the full and fair use in the work force of 
women, blacks, Hispanics, physically or mentally disabled persons, older persons, and other 
protected class citizens. The department fully supports the state andfederal laws mandates concerning 
affirmative action and equal employment opportunity. In line with our commitment, the agency will 
not do business knowingly with any contractor, subcontractor, or supplier of material who discriminates 
against members of protected classes. 

Affirmative action and equal employment are immediate and priority objectives and play an 
important and necessary role in all stages of the employment process. The affirmative action and 
personnel officers conduct a vigorous recruitment program and provide staff orientation, training, 
upward mobility and employment counseling, and handle discrimination grievance procedures. The 
mission of the upward mobility program is to maximize opportunities for employees, particularly 
protected classes, to move higher and to more satisfying levels of responsibility within a profession 
or occupation. 

Of all full-time department employees, 70 percent are protected class persons and 25.4 percent are 
members of minority groups. Of the 182 full-time employees hired in the 1989-90 fiscal year, 78.6 
percent were protected classes, and 40.7 percent members of minority groups. Promotions for full- 
time staff totaled 161, and 82.6 percent of these were protected classes and 28.6 percent were 

Operational Support Divisions 

Division of Children's Protective Services 

The Division of Children's Protective Services manages the Adoption Resource Exchange, three 
Interstate Compacts on the supervision, placement and return of children across state boundaries, and 
a staff development. 

CARELINE is a 24 hour, seven-day-a-week emergency service for the protection of children from 
abuse, neglect and abandonment. CARELINE personnel take calls from mandated reporters and the 
general public regarding allegations of abuse and neglect. When indicated, CARELINE supervisors 
dispatch social workers to deal with emergency cases after-hours and on weekends. CARELINE also 
provides informational services to parents and families regarding child development, parenting skills, 
support groups, Parents Anonymous, community services and foster care issues. 

The Adoption Resource Exchange purchased adoption services for special needs children through 














Calls received 
Protective services calls 
Emergency workers sent 1,055 

contracts with 18 private service providers. Approximately 170 children were provided adoption and 
reunification services through these agencies in the 1989-90 fiscal year. Additionally, the department 
placed 265 children in adoptive homes during the year, a 28.6 percent increase over the previous year. 
Social Services Block Grant funds again were used to purchase specialized foster family services and 
to recruit additional minority adoptive families. Fifteen minority families were studied for adoption 


placements during the fiscal year. 

There are three statutory compacts between Connecticut and other states concerning placement, 
supervision and return of children across state boundaries. In 1089-90, the Interstate Compacts Office 
responded to 20,581 telephone calls and mail regarding services for these children, which represents 
a 21 -percent increase from the previous year. 

At the end of fiscal year, 1,436 children were receiving active services, such as adoption, foster care, 
relative and child-caring placements and supervision, through the placement compact . The juvenile 
compact has 84 probationers and parolees under supervision, and serviced 5 8 runaways, escapees and 
absconders. A total of 24 unaccompanied refugee minors are being served, and 169 children under 
receive medical coverage under federal law. 

The Staff Development and Training Unit recorded 14,300 training hours provided to 656 social 
work and institutional staff. Training was provided by department staff, other state agencies and 
contracted services. In addition to instructional activities, the unit administered the tuition reimbursement 

Substance Abuse Services 

The department employed for the first time a full-time employee to coordinate substance abuse 
services for Connecticut youth. 

A policy paper on substance abusing pregnant women was developed in collaboration with the 
Department of Health Services and the Connecticut Alcohol andDrug Abuse Commission (CAD AC). 

Improvements in procedures for admission to substance abuse treatment programs have reduced 
the waiting period for youth entering such programs from weeks to less than a day, resulting in a 
significant increase in utilization of available space. 

Additionally, the department is working to improve its data collection methods in order to allocate 
more effectively its resources in the substance abuse area. 

Division of Program Development 

The Division of Program Development supports, develops and assists community -based programs 
for children and their families. These programs reflect a continuum of care ranging from prevention 
to out-of-home residential treatment in the areas of mental health, juvenile justice, child welfare and 
substance abuse. 

A major emphasis of the division in the 1989-90 fiscal year was in the area of drug and alcohol 
prevention. For the fourth consecutive year the department received federal funds through the Drug- 
Free School and Communities Act to develop and expand drug and alcohol abuse prevention services 
for high-risk youth. Additionally, the division worked with the regions to develop local substance 
abuse intervention services. 

Also in collaboration with the regions, the division worked to expand family violence programs, 
and improved access to child guidance clinics forDCYS children through contract renegotiations with 
these service providers. 

In the area of residential and community living, the division continues to support and assist the 
development of a coordinated system of transitional and out-of-home placement programs including 
shelters, group homes residential treatment programs, and independent living programs. 

Construction of a new base-camp facility for the Wilderness School was largely completed in East 

Division of Education 

TheDivision of Education operates theUnifiedSchoolDistrictll, which advances the department's 
mission to support children in their successful transition to adulthood. 

The Unified School District II serves the educational needs of children and youth who reside in or 
attend day treatment at department operated facilities and whose needs require they attend the 
facility's school. The school district also has responsibility to ensure that educational services are 
provided for children and youth who reside in private residential facilities and for whom no other 
school district has jurisdiction. 

School District activities were highlighted by a variety of parent-centered school activities, the 
presentation of the Connecticut Association of School Administrators' Superintendent's Awards to 
several school district students, presentation of staff professional development opportunities for CEU 
credit, distribution of high-interest books through the Reading is Fundamental program, participation 
in the BEST Program for training new teachers, continued participation in the Hunter Design for 
Effective Instruction training program and the revision of the district's computerized Individualized 


Education Program for students. The Placement Services Unit continued to provide educational 
consultation to department personnel and worked closely with the state Department of Education 
regarding interagency issues. 

Division of Quality Assurance 

The Division of Quality Assurance holds administrative case reviews, administrative hearings, 
licenses placement resources, conducts evaluations of contracted services, and investigates allega- 
tions of abuse or neglect of children placed in out-of-home care. 

Administrative case reviews, mandated by federal law, are intended to determine whether children 
living away from their families require continued placement, to assure that the placement is 
appropriate and to establish a time frame for each child's return home or to a permanent family home. 
In the 1989-90 fiscal year, six staff members reviewed 8,559 plans for children and 3,253 family plans. 
An enhanced qualitative case review process, which was implemented in two offices in the 1989-90 
fiscal year, was expanded to four regions in the current year. 

Administrative hearings are conducted when departmental actions are contested in the areas of 
treatment plans, cash benefits, return of children to Long Lane from community placement, denial or 
revocation of a license and removal of a child from a foster f amily . The division conducted 149 such 
reviews in last year. Additionally, 20 hearings were denied, withdrawn or resolved by negotiation. 

The Program Review and Evaluation Unit monitors and evaluates programs that are funded or 
supported by the department. It also reviews research proposals. The unit conducted 120 program 
evaluations of contracted services. Additionally, the unit developed standards for child guidance 
clinics, and the research committee reviewed 14 studies and held 10 consultations. 

The Investigations Unit investigates allegations of child abuse in private child-care institutions and 
DCYS-licensed foster homes. The unit received 130 referrals involving group care and 102 reports 
against foster homes. Other projects included development of an interagency investigation protocol 
with the Department of Mental Retardation and refinement of a protocol for investigating licensed 
foster homes. 

During the last year, the department licensed a total of 457 new family homes including 28 1 foster 
families, 72 adoptive families, and 104 relative homes. The department also conducted 715 
relicensing reviews, approving 625 and closing 90. The "quality of life" was reviewed in 286 foster 
family homes. Initial licenses were issued to one new group home, two residential educational 
institutions, one adolescent alcohol/substance abuse treatment program, one child placing agency, 
and one transitional living program. The department re-licensed 60 child care facilities, 29 in-state 
child placing agencies, and six permanent family residences. Fifty-five out-of-state child placing 
agencies were reviewed and approved. Additionally, the department worked with the Office of the 
Attorney General to order one out-of-state adoption agency to cease and desist practices that were 
being performed outside the scope of its approved status. 

The division has expanded its involvement with PL. 96-272 through a Title IV-E initiative that is 
currently exploring avenues of increasing federal reimbursement for the state. 

Division of Management Information Systems 

The Division of Management Information Systems supports regional service delivery activities by 
developing data collection and management systems, acquiring and installing computer equipment, 
providing and managing technical systems, preparing and analyzing reports and assessing implications, 
and maintaining the closed record system. 

The Systems Automation/Development Unit supports the Department's automation needs via 
Local Area Network (LAN), micro and mainframe hardware and software procurement, maintenance 
and cost analysis. 

The Information Analysis and Statistics Unit generates programmatic and fiscal reports on all 
agency provided services and most contracted community services. Specialized statistical reports are 
completed for agency managers, the legislature, federal government and community agencies. 

The division also microfilms and indexes payroll and closed case records, and shreds and oversees 
the destruction of old records in accordance with statutory requirements. 

Division of Policy, Planning and Communication 

The Division of Policy, Planning and Communication provides public-policy analysis and review 
and formulates specific policies and regulations as they are required by law or are otherwise needed 
to assure quality service to children and families. During the 1989-90 fiscal year, the division 
developed regulations in the areas of permanent family residences, relative licensing, single-cost 
accounting, as well as policies concerning medical review board, risk assessment, and rates for 


independent living arrangements, foster care and subsidized adoption, voluntary placement, employee 
conduct and employee discipline. 

The division also acts as liaison for the department with the legislature. During the 1990 session 
of the General Assembly, major legislative issues addressed were family preservation programs, 
extension of the statute of limitations on sexual abuse of minors, a statutory definition of "person 
responsible" for the welfare of a child, the prohibition of the placement of juveniles charged with 
serious felonies in adult correctional facilities, prevention and treatment of juvenile substance abuse, 
and treatment programs for substance abusing pregnant women and their children. The MentalHealth 
Plan for Seriously Emotionally Disturbed Children and the Child Welfare Service Plan Update were 
completed in 1990, and preparation of next year's plans are in progress. The final draft of the agency's 
Strategic Master Plan for 1991-1995, was completed and circulated for public review. The division is 
also preparing a Juvenile Justice Plan due for completion in 1991. 

The division is also responsible for keeping the public informed about department activities while 
respecting the confidentiality of the children and families served. 

Division of Fiscal Services 

The division is responsible for financial administration, inventory control, motor vehicles, and 
overall supervision of all fiscal activities for the agency. Additionally, it maintains purchasing 
responsibility for the central office. Fiscal Services is also responsible for the administration of 
contracts, grants and engineering services. 

Personnel Division 

The Personnel Division supports the regional offices and central office through the performance 
of traditional personnel functions such as the recruiting and hiring of qualified staff and the 
administration of payroll andbenefits operations, worker's compensation, and employee counseling. . 
Personnel is also responsible for administrative control of agency positions and labor relations. The 
division processed 5,296 personnel transactions including 182 new hires, 161 promotions and 
administered 40 promotional exams during the last fiscal year. 



Department of Economic Development 

STEPHEN B. HEINTZ, Commissioner 

Andrew A. Brecher, Deputy Commissioner 

Established - 1979 Statutory authority - Sec. 32-lb 

Central office - 865 Brook St., Rocky Hill, Conn. 06067 

Average number of full-time employees - 75 

Recurring operating expenses - 1989-90 - $6,458,842 

Organization structure - Business Services, Business Recruitment, Community and 

Business Assistance, Small Business, International, Policy, Planning and Research, 

Marketing and Tourism 



The Department of Economic Development provides leadership and services to enhance the state's 
economy and expand opportunities for individual, business and community prosperity, promote 
equity, and improve the quality of life for Connecticut citizens. 

Staff helps new and expanding businesses with site selection, provides counseling for start-up 
companies, financial advice and procurement assistance to small businesses, offers assistance to 
minority and women-owned businesses, provides technical assistance to exporters, offers urban 
development funding and administers the Urban Enterprise Zone Program. The department also 
conducts a spirited tourism promotion program and maintains an active motion picture office. 

In May 1990, 1.7 million people were employed in the state. Although a slowing economy resulted 
in a 5.8 percent unemployment rate, Connecticut, for the fifth consecutive year, lead the nation in per 
capita personal income with $24,604. 

New legislation impacting on economic development and signed into law in fiscal 1990 include: 

• The Economic Development Manufacturing Assistance Act of 1990 gives the department new 
flexibility in servicing clients. It creates a Connecticut Commission on Business Opportunity, 
Defense Diversification and Industrial Policy, it establishes a manufacturing property tax exemption 
on certain new machinery or equipment, consolidates and expands the industrial real estate programs, 
and restructures location incentives. It includes grant, loan and credit extensions, enables the 
department to form partnerships with municipalities, non-profit and profit organizations, and retains 
automatic benefits in the Enterprise Zone Areas. 

• The new set aside law broadens the eligibility list of minority-owned and women-owned 
businesses to receive set aside benefits. New legislation makes the department a part of a 33-member 
school-business forum that will encourage schools and businesses to work together for educational 
improvement and opportunities. 

Additional legislation affecting the business community includes recycling legislation. It mandates 
rights and obligations of municipalities and haulers in terms of the items to be recycled. Energy 
legislation requires the Department of Utility Control to examine and explore ways to reduce the cost 
of energy to manufacturers. 

Low Cost Financing Creates New Products, New Jobs 

Low-cost financing for fixed assets, working capital and risk capital for new ventures are provided 
by the Connecticut Development Authority (CD A). 

In the 1990-91 fiscal year, The authority approved $115.9 million for 53 projects that will help 
retain or create 2,564 jobs. Financing went for manufacturing, office, health care, warehouse, and 
water facility projects. 

Members of the CDA Board of Directors are Stephen B. He intz, chairman; ClementL. Raiteri, Jr., 
vice chairman; Francisco L. Borges, Anthony V. Milano, Stanley Popiel, and Robert A. Katz. 

Connecticut Innovations, Inc. (CII) provides working capital loans and risk capital to companies 
developing innovative products. The agency has pilot program to help inventors through the patenting 

In the 1989-90 fiscal year, $4 million of CII financing was approved for 16 loans and $4.4 million 
was authorized for eight development projects that will help create 1,000 jobs. CII also administers 



the state Small Business Innovation Research (SBIR) grant program, and last year awarded $419,715 
in grants to 14 companies. 

The agency is a limited partner in the Connecticut Seed Venture Fund. It provides venture capital 
for entrepreneurs in the early stages of company development. The state's $5 million investment in 
CSV has been matched by $6 million from the private sector. Royalty payments returned to CII since 
1973 have totaled more than $5.2 million, with $840,000 for the current fiscal year. Members of CII 
Board of Directors are: Stephen B. Heintz, chairman, Geraldine U. Foster, vice chairman, Harry 
McDonald, Secretary, George M. Ballinger, John T. Casteen III, Norma Foreman Glasgow, Robert 
M. Gorman, Anthony V, Milano, John W. Olsen, Robert Sorenson and Frank M. Turner. 

Business Services Group 

The group provides extensive "site-search" assistance to companies interested in expanding their 
facilities in Connecticut. Using its computerized data base of available manufacturing, office space 
and land sites, the group can match a prospect's requirements and pinpoint several suitable locations. 
Assistance also extends to programs designed to retain companies in the state, cut red tape and 
expedite business growth. 

In the 1989-90 fiscal year, the Business Services Group assisted 50 new projects that resulted in 
total new capital investment of $144.9 million and produced 2,799 new jobs, while retaining 3,466 

Manufacturing is the priority sales target of this group, and of the 50 successful projects, 35 were 
for manufacturing. 

Despite current economic slowdown trends, the prospect load of the Business Services Group 
continues heavy with sound reasons to expect continuing positive results. 

Meanwhile, the Manufacturing Assistance Center within this group reported assisting seven firms 
by using various financial techniques, including employee buyouts, to keep them operating. The 
center handled 348 requests for assistance, made 160 field visits to targeted firms, helped get $2 
million in new contracts for state companies, processed 260 requests through the ombudsman 
program, and helped save 2,500 jobs. 

Business Recruitment 

Business recruitment became a separate division of the department in November 1989. The 
division seeks companies outside the state that would benefit by locating facilities in Connecticut. 
Technical help, financing and site location assistance are some of the services offered. The division 
identifies prospects, maintains contact with corporate decision-makers throughout the nation and 
provides current comparative advantages of a Connecticut location. 

In the last fiscal year, the division assisted seven companies in their move to Connecticut. In turn, 
these firms created 740 jobs and contributed about $14 million in direct capital investment. 

Community And Business Assistance Division 

The division administers programs to enhance local community capacity for economic develop- 
ment. It monitors programs for the state's 1 1 Urban Enterprise Zones, and administers development 
grants, particularly in targeted areas. It develops industrial parks throughout the state, and it provides 
technical assistance and support to local communities. 

The division works with Connecticut's 1 1 Urban Enterprise Zones to ensure efficient administration 
of incentives. Through the end of fiscal year, enterprise zone programs have stimulated more than 
$145 million in new investments that created and retained 14,600 jobs. The legislature approved 13 
special act grants, which totaled $27.2 million. 

Four industrial park planning projects were approved representing an investment of $670,000. 

The Urban Jobs program issued 60 certificates representing private sector investments of $52 

Division staff joined other divisions and municipal economic development professionals in 
crafting the Manufacturing Assistance Act of 1990. Among other things, the act revamped the 
department's real estate and location incentive program to meet the new challenges of the 1990s, 
particularly in economically disadvantaged areas. 

The division also worked as part of an interagency team to develop the Business Outreach Center 
Program. Seven centers will be established throughout the state. Recipients were selected through an 
open, competitive system and will be providing various levels of technical and other types of business 
assistance for small businesses in the respective geographic areas. 


Small Business Services 

Business expansions and start-up counselling, financial advice, marketing and procurement 
assistance are among the many services offered to Connecticut's small business owners by this 

In the 1989-1990 fiscal year, the division provided 406 business owners with management and 
technical assistance, conducted 63 seminars and workshops, and issued information to advise some 
4,500 business owners about Connecticut's One-Stop Licensing program. 

The Set- Aside program reserves a portion of state contracts to minority-owned and women-owned 
businesses. The division advises business owners of new bidding opportunities and provides 
certification for the program. During the fiscal year, the Set- Aside program issued 252 certifications 
for women-owned businesses and 178 certifications for minority -owned businesses. 

One grant for $2,000 was awarded under the Small Business Development Center program to the 
Greater Norwalk Chamber of Commerce. The grant was used to fund courses designed to help the 
development and management of existing businesses and for potential start-up companies. 

International Division 

Through its offices in Rocky Hill, Frankfurt, and Tokyo, the department aggressively promotes the 
export of Connecticut products in world markets, and attracts foreign manufacturing and sales 
investment to the state. The state exported more than $3.8 billion in manufactured goods in 1989, an 
increase of nearly 18 percent over the previous year. Exports support thousands of jobs, and 
Connecticut leads the nation in the value of exported goods per capita. 

The Governor, with the support of the International Division, led two trade missions overseas 
during the year, traveling to Belgium, the Netherlands, France, Germany and to four of the new 
democracies in Eastern Europe. 

The division also represented more than 200 Connecticut companies at various trade and catalogue 
shows in Asia and Europe, generating thousands of trade leads for their follow-up. 

More than two dozen non-U.S. firms opened sales or manufacturing sites in Connecticut with the 
division's assistance. 

The division continued its extensive export education programs, conducting seminars around the 
state. It staff members also made numerous public speaking appearances at conferences, workshops 
and seminars. 

Policy, Planning and Research 

The division was established in November 1989 to provide the information base, analytic capability 
and policy perspective that would enable the department to carry out its goals and objectives. 

It developed five "Issue Forums" - Enhanced County Business Patterns data base, DOL training 
programs, Energy, Demographics, Work Force Issues and Fiber Optics. 

Planning services were applied to the annual Governor's Conference, the Employer Assisted 
Housing conference, and the CAMDC CONN Forward Conference. A combined policy and research 
effort provided data for businesses entering the European market, as well as information used in two 
major business recruitment efforts. 

A recycling program was coordinated by the division and a brochure was published for small 
businesses on source of public financing. 

Several new data bases were acquired, including a listing of the 1,100 prime defense contractors 
in the state. The Research Section answered more than 300 requests for economic and demographic 

Division staff represented the department on ten different task forces, committees, commissions 
and associations. 

Marketing and Tourism Division 

The division prepared about 200 news and feature stories and thousands of pictures and slides, 
featuring Connecticut commerce, industry, tourism, and other activities of the department, the 
Connecticut Development Authority and Connecticut Innovations Inc. In the 1989-90 fiscal year, 
more than 30 agency publications were developed or updated, including the popular Connecticut 
Vacation Guide. 

Connecticut's $3.6 billion tourism industry employs 75,000 residents. The state is promoted as a 
year-around travel destination at travel trade conventions. Cooperative advertising campaigns in 
national and regional publications, and wide distribution of tourism literature helped to draw 
increasing numbers of tourists. Newspaper and magazine advertising directed at the New York 


metropolitan area generated more than 80,000 requests for information during the last fiscal year. 

The department maintains 1 1 Tourist Welcome Centers located throughout the state, plus two at 
Bradley International Airport. The centers provide maps, guides and information about Connecticut' s 
numerous historic, cultural and vacation sites. 

The department initiated in the 1989-90 fiscal year a program to attract minority tourists and a new 
outreach project aimed at the growing international market. New emphasis was place on developing 
public -private partnerships. 

The Connecticut Film Commission recruits and serves production companies filming on location 
in the state. Since 1983, the film office has attracted business worth $49.2 million to the state's 
economy. The fiscal year began with the shooting of a full-length feature film in Norwich and ended 
with the pre-production of a Touchstone film. TV segments of five programs, four national 
commercials, two independent feature, five industrial films, two music videos, and 45 other 
commercials were shot in the state during the fiscal year. 

The department manages the Connecticut Building at the Eastern States Exposition in West 
Springfield, Massachusetts. Exhibits portraying life and work in Connecticut are featured in the 
building each year. 

Affirmative Action 

The department administers a variety of programs aimed at bolstering economic opportunities for 
women and minorities. Statements of minority participation are required of all development agencies 
for municipalities participating in state/local industrial park projects. Affirmative action plans are 
required of companies using tax-exempt financing programs. Assistance in the preparation of those 
plans is continually provided by the department. 

Affirmative action is vigorously pursued in the hiring of staff, membership on boards and 
commissions and in the implementation of key agency programs. 

The department strongly promotes compliance with the spirit and provisions of state and federal 
anti-discrimination laws. 



Department of Health Services 

FREDERICK G. ADAMS, Commissioner 
Janice M. Gruendel, Deputy Commissioner 
Marie V. Roberto, Deputy Commissioner 
Established - 1878 Statutory authority - Chap. 333 
Central office - 150 Washington St., Hartford, Conn. 06106 
Average number of full-time employees - 822 
Recurring operating expenses - 1989-90 - $44,489,506 
Capital outlay - $1,258,427 
Organization structure - Bureau of Health Systems Regulation, Bureau of Health 
Promotion, Bureau of Community Health, Bureau of Laboratories, Health Surveil- 
lance and Planning Division, Center for Health Communication, Center for 
Government Relations, Center for Chronic Disease, Urban/Rural Health, Center 
for Policy Development and Community Relations. 

Affirmative Action 

The agency's affirmative action plan continued to receive the approval of the Commission on 
Human Rights and Opportunities and the annual filing status was retained. 

The agency's efforts in the last fiscal year to recruit and retain protected group individuals resulted 
in a more diverse work force. Representation of minorities and women increased to 21 percent and 
61 percent respectively. 

The department was an active participant in the Urban League's Summer Youth Program, 
providing on-the-job training opportunities to Hartford-area high school students. 

Initiated in 1988 as an affirmative action goal, the department's high-school dropout prevention 
initiative "Project STAY" was retained. The program encouraged six minority inner city under- 
achieves to remain in school, improve their grades and obtain their diplomas. This project focuses 
on a combination of school and work experiences rather than straight academics as a motivator. Along 
with on-the-job training, students had mentors and participated in agency-sponsored workshops and 

In addition to continuous agency-sponsored employee development seminars, the agency participated 
in course offerings for managers and non-managerial personnel presented by the Department of 
Administrative Services. 

The agency continued to monitor contractors' compliance with state and federal statutes and 

Data Processing Section 

The section continued to upgrade and improve existing data-handling systems throughout the 
department. Office automation was expanded, while Wang minicomputers, Wang and IBM personal 
computers, and a comprehensive telecommunications network linked internal computers to each 
other and to external resources. 

The Wang VS-6E minicomputer in the Division of Hospital and Medical Care was and the Wang 
VS-75E at the Laboratory were upgraded to a VS-5000. These up-grades provided a substantial 
increase in computer capacity to both operating units. 

New systems include an automated personnel and affirmative action system and a water supply data 
system. The water supply data system is still in development using Local Area Network technology. 

A new UNISYS data entry system was installed to accommodate our data entry workload. This 
hardware upgrade was enhanced by the physical reorganization of our computer room. 



Planning continues to be a high priority within our computer environment. Work has begun with 
the Office of Information and Technology to create plans that will support a move to a renovated 
facility at 79 Elm Street in Hartford. 

Program Monitoring and Fiscal Review 

The section provided internal auditing services to the department, including the annual review of 
selected contracts/contract amendments, 1,000 invoices, 1,000 expenditure reports and 100 audit 
reports. The section conducted two internal audits of department operations and three external audits 
of contractors. The section updated, and distributed throughout the department a contract procedures 
manual, financial reporting guidelines, and a comprehensive administrative procedures manual 
organizing and indexing the department's administrative policies and procedures. 

Health Services for State Employees 

HSSE provided a number of important medical evaluation and care services for state employees 
including unbiased assessments of employee applicant's physical conditions to determine whether 
certain state job applicants were medically acceptable. At the request of state agencies, employees 
were examined to determine whether they were still capable of working. Employees working in 
asbestos removal and inspections, or who were required to wear respirators, were given physical 
examinations and referred to an outside hospital for pulmonary function studies and chest x-rays for 
baseline studies in an attempt to detect early signs of asbestos-related disease. 

Care was provided at HSSE and three satellite clinics to injured or acutely ill employees, whether 
occupational or non-occupational, and any referrals were made to private physicians and hospitals. 

HSSE also provided 433 job-related immunizations for rabies, typhoid, hepatitis B, tetanus and 

Local Health Administration 

During the fiscal year, 73.9 percent of Connecticut's population received public health services 
from full-time local health departments. Twenty-eight individual health departments provided 
services to 1,609,410 people and 13 districts, serving 64 towns, provided services to 848,900 
Connecticut residents. The town of Oxford joined the Pomperaug Health District. 

State funding based on 52-cents per-capita for municipalities and $1.52 for district constituent 
towns with populations greater than 5,000 and $1.78 per-capita for constituent towns with 5,000 or 
less was provided to 41 qualifying health departments/districts for a combined total of $2,141,914. 

Two legally required meetings were held for local directors of health, and a workshop on legal 
issues was also held. Individual site visits were conducted at all of the full-time departments and 
approximately 25 percent of the part-time directors of health. Regional meetings were held in 
Bridgeport, Middletown, Norwich and Torrington. 

An ad hoc committee on local health was reactivated and met five times to identify issues and 
discuss solutions to problems common to local and state health officials. 

State aid for public health nursing was provided to 45 towns with populations under 5,000. A total 
of $255,031.75 was distributed to these towns on a sliding per capita formula. Revision of the 
regulations governing this grant was started. 

Under the auspices of this office, the public health nursing leadership in health departments across 
the state developed a position paper of the status of public health nursing in Connecticut. 

Center for Government Relations 

The Center for Government Relations directs the department's legislative program and acts as a 
liaison with the state's General Assembly and congressional delegation and others concerned with 
public health issues. The center also assists the commissioner in the performance of executive and 
administrative duties involving legislative programs and policies. 

In addition to presenting the agency's 12 legislative proposals to the 1990 General Assembly, the 
center tracked and monitored over 500 bills for affects on the department. 

The center, during the General Assembly's 1990 session, supported a number of significant pieces 
of public health legislation including recommendations that health insurance adopt a public -private 
partnership approach to achieving universal access to health care. Pregnant women, children, the 
disabled and working uninsured will benefit most. 

The department also found significant: 

• P.A.90-214. It requires the Department of Health Services to establish a needle exchange pilot 
program in New Haven to prevent Acquired Immune Deficiency Syndrome. 

• PA. 90-3 1 6. It assists ADDS patients by requiring the state to pay insurance for people who would 


be unable to continue working because of the disease or who would lose their benefits due to job loss. 

• P. A. 90-183. It expands treatment and information efforts targeted at substance- abusing pregnant 
women and their children. 

• PA. 90-113. It guarantees a woman's rights to an abortion, decriminalizes the procedure and 
requires minors to receive pregnancy information and counseling before an abortion. 

Center for Health Communication 

The center is responsible for direction and coordination of all media relations and library support 
services as well as initiation ad coordination of special events and public relation activities. Staff 
members worked with people inside and outside government to develop quality strategies and 
materials and to promote department programs. 

The office distributed 42,000 pieces of literature focusing on general health, maternal and child 
health and AIDS information. A total of 53 news releases were distributed throughout the year. 

The staff artist continued to develop art work and graphics for department materials and assisted 
other state agencies. The department's film library shipped 901 films that were shown 1,409 times to 
26,908 people. Library staff reviewed and maintained more than 536,000 feet of film to assure quality 
footage for public viewing. 

Publication of the Connecticut Health Bulletin continued. The first issue reported on results from 
the department's Behavioral Risk Factor Survey and topics relevant to Emergency Medical Services. 
The second issued featured information about the department's top ten priorities. The second issue 
also introduced a new style and format which was totally produced on the department's desk-top 
publishing system. Issues of the Connecticut Epidemiologist, apublication for communicable disease 
practitioners were coordinated by the office. The combined circulation of both publications is 15,000. 

Additionally, the section designed and produced the premier issue oiAHC News Network, a na- 
tional newsletter for state adolescent health coordinators. Also produced were six issues of EMS News, 
four issues of Connecticut Healthy, Mothers/ Healthy Babies Newsletter, and the Regulatory Action 

Staff members also prepared the latest supplement to the Public Health Code of Connecticut, 
answered 11,000 telephone referrals from the Governor's Information Bureau and received an 
estimated 75,000 calls first directed to the department. 

Center for Chronic Disease, Urban/Rural Health 

The center focuses on reducing death and disability from chronic diseases through the identification 
of modifiable risk factors, such as smoking, poor nutrition, high blood pressure and cholesterol, 
physical inactivity and injury, which can develop into cancer, heart disease, stroke, diabetes, chronic 
obstructive pulmonary disease, cirrhosis of the liver and preventable injuries. The center also seeks 
to develop programs and find resources to reduce those risks. 

Although the entire population is at risk, special emphasis is placed on the urban and rural centers 
of the state where excesses in chronic diseases are greatest. 

Center goals are addressed through a variety of ways. For instance, professional and public 
education and training programs. These programs increase general awareness and target nurses, 
physicians, allied health professionals, dietitians, health educators, physical/occupational therapists, 
exercise technicians and the public 

There is also cancer control programs that focus on the promotion of cancer prevention and control 
through smoking cessation/prevention, diet modification, and early detection of breast and cervical 
cancer. In an accompanying stream, there is the Connecticut High Blood Pressure Program. Through 
it five grants are given to local health departments and other community agencies that serve 
Connecticut's high risk populations. In 1989-90, hypertension services reached over 10,000 state 

The Chronic Disease Prevention and Control Program, Health Education/Risk Reduction Program 
consists of 28 grants to help bring services to more than 26,000 residents. They were awarded to local 
health departments and other community agencies to provide chronic disease prevention and early 
detection programs for at-risk populations. Center staff members gave 700 consultations to health 
agencies, schools and businesses and industries on risk-reduction programs and helped start nearly 
400 380 programs statewide. Lastly, there is behavioral risk factor surveillance. This is a computer- 
ized health-risk appraisal identifying risk-taking behavior for youth. It was brought to 68 schools 
during the past year, with 10,350 students in grades 4 through 12 participating. In addition, a random- 
digit dial telephone survey of 150 adult residents was conducted monthly. 


Bureau of Health Promotion 
Division of Infectious Disease Epidemiology 

Epidemiology Section 

The Epidemiology section reduces the occurrence of preventable infectious diseases. During the 
year, 1 6,323 cases of communicable diseases were reported and evaluated. These included an all-time 
high of 1,867 newly-acquired syphilis cases, 19-percent increase over last year; 9,946 gonorrhea 
cases, an 11 -percent decrease; 164 tuberculosis cases, 9-percent increase, and 729 Lyme disease 
cases, a 38-percent increase. In addition, 286 outbreaks - 26-percent increase - of illness were 
investigated in communities and institutions/hospitals. 

A total of 443,384 doses of publicly supplied vaccine were distributed to health care providers in 
the state. Immunization levels of 97 percent and 98 percent were noted among children entering day 
care and school respectively. Measles morbidity remained high fo- the second consecutive year: 135 
cases were reported, well above the 1980-88 annual average of 13 cases. During the budget period 
the department endorsed new and broadened national measles revaccination recommendations and 
began to distribute additional measles vaccine to meet the resulting need 

The Pulmonary Diseases Control Program determined that approximately 437 excess cases of 
tuberculosis may have occurred in Connecticut in the last nine years due to the AIDS/HIV epidemic. 
The program received new federal funds to screen for and treat tuberculosis infection at methadone 
maintenance centers in Connecticut, where those at risk for HIV infection are more accessible. 
Implementation of several components of the federal TB Elimination Plan also began, including 
development of a protocol for TB-HTV control in Connecticut correctional facilities. 

For the third consecutive year, reported cases of early syphilis significantly increased to unprec- 
edented levels. Of the 1,836 cases of early syphilis reported in the 1989-90 fiscal year, 1,577 were 
provided sexual partner outreach and referral services, resulting in 1,830 exposed persons being 
referred for medical assessment. In addition, the CARE Program - Companion Awareness Risk 
Education - was restaffed and began again to accept referrals for its service of providing partner 
notification, counseling and education to individuals who may have been exposed to the HIV virus. 

Improving and expanding sexually transmitted diseases (STD) education services to educators, 
health professionals and the general public continued to be a high priority. STD information packets 
developed in the in 1988-89 fiscal year were widely distributed to health educators and health 
professionals. Collaboration with the state Department of Education resulted in the development and 
implementation of STD/AIDS prevention education training programs for secondary school educators. 

The AIDS prevention program is an $8 million state- and federal-funded program that monitors 
AIDS cases, coordinates seropre valence studies, and carries out AIDS education, outreach and 
counseling. Many activities are carried out by local agencies and organizations. The AIDS Section 
during the year contracted with the Connecticut Alcohol and Drug Abuse Commission, which funds 
drug treatment centers and other programs, to give counseling and testing to drug users. The section 
also contracted with the Department of Correction to run AIDS education and counseling programs 
in the state's correctional facilities. The unit also expanded its program to train health care providers 
and others health professionals on AIDS counseling. One hundred people were trained in the program 
during the year. 

Seroprevalence studies continued in New Haven and statewide. Blinded testing for the antibody 
to the AIDS virus on all newborns in the state and on selected clinic populations in New Haven 
revealed that .28 percent of all newborns are born to infected mothers. 

The General Assembly passed legislation requiring informed consent for AIDS testing, mandating 
that information on AIDS status be kept confidential, and establishing responsibility for notification 
of partners of those who are infected with the virus. AIDS Section staff educated over 2,500 
individuals on the law in the last fiscal year. 

Division of Environmental Epidemiology and Occupational Health 

This division (EEOH) attempts to reduces disease, disability and premature death among Connecti- 
cut residents caused by exposure to hazardous chemical and radioactive substances. The division is 
concerned with exposures that might occur in the environment and in occupational settings. 

Working with various groups within the state of Department of Environmental Protection, EEOH 
prepared risk assessments for toxic air pollutants, soil-contaminated waste sites, drinking water 
contamination and fish contamination. 

The division completed 19 assessments for bottled water requests for homeowners with contami- 
nated wells. In addition, the division completed 35 other assessments of various contaminated 
sources. The division also responded to questions about toxic exposures in more than 2,500 phone 


inquiries from the public and other agencies. EEOH produced seven fact sheets on toxic chemicals 
for the public and local health departments to use. EEOH obtained a three-year federal grant to 
conduct studies on the public health significance of Superfund hazardous waste sites in Connecticut. 
Four scientific papers were accepted for publication, and 15 professional presentations were made at 
national and regional meetings. 

EEOH developed the capacity to monitor occupational diseases such as adult lead poisoning. A 
report on occupational health and occupational disease surveillance in Connecticut was completed in 
cooperation with state labor officials and occupational health clinics. This report provided the basis 
for legislation on occupational health which passed the Legislature. 

The division coordinated a major portion of the department's response in the two nuclear response 
drills held this year. EEOH also conducted research on other radiologic health issues such as x-rays, 
electromagnetic radiation and radioisotopes in ground water. EEOH continued to provide technical 
support to the state's radon program. 

Division of Environmental Health Services 
Environmental Health Section 

The six components of the section are food protection, housing and institutions, recreational health 
and safety, vector control and radon. Major accomplishments during the fiscal year include: 
responses to 107 food-borne disease outbreaks, recalls and food alerts; review of approximately 4,200 
asbestos management plans for public and private schools; issuance of 269 licenses for youth camps 
serving approximately 90,000 children; and mosquito control activities at 92 salt marshes along the 
Connecticut coast. 

Water Supplies Section 

Summary of Activities 

Investigation of food-borne disease, food recalls and food alerts 107 

Instances of long-term follow-up testing for radon in homes 50 

Inspections, investigations and notifications of asbestos abatement projects 3,221 

Review of asbestos management plans and deferral requests for non-public _ 8 - 

Approval of requests for asbestos alternative work practices 581 

Review of asbestos management plans and revisions for public schools/updates 987 

Granting of licenses for youth camps 269 

Inspection of public bathing areas and review of water analyses 964 

Inspections of state park and forest recreational areas 84 

Number of lineal feet of salt marsh mosquito-control ditch improved 29,725 

Number of inspections of salt marshes for mosquito breeding 568 

Requests for service - citizen complaints, agency consultations and appeals 1 ,235 

Educational programs provided - food service, radon, vector, asbestos 72 

Plan reviews and approvals - food service, public swimming pools 81 

Number of salt marsh projects completed 8 

Requests for radon information and technical assistance 6,200 

The section ensures a safe and adequate supply of public drinking water by reducing or eliminating 
the threat of bacteriologic and chemical contaminations. Water quality data from each of the 661 
community /public water supplies that serve 2.7 million people were collected and evaluated to ensure 
compliance with federal and state water quality standards. 

In addition, the section assured compliance with all other provisions of the federal Safe Drinking 
Water Act and the Connecticut Public Health Code. 

Violations of standards in community /public water supplies, complaints of water quality, quantity 
and hazardous contamination problems were investigated and corrective action enforced. Protection 
of public drinking water sources and maintenance of existing water supply facilities were monitored 
through periodic inspections. Protection of sources was also provided by reviewing annual cross 
connection and watershed survey reports. 

Plans and specifications for new and altered facilities were reviewed and approved. Seventy water 
treatment plant operators were also certified and the section provided technical assistance to local 


health authorities who have jurisdiction over approximately 250,000 private wells in Connecticut. 
The Planning Unit continued to provide technical assistance to water suppliers with their 
preparation of long-range water supply plans and support services for the coordinated planning 
process required by state law. The goal of the planning program is to ensure a safe and adequate supply 
of drinking water by developing and coordinating water supply planning activities to meet existing 
and future needs to Connecticut's citizens. Public education and awareness of drinking water and 
water conservation were introduced at this year's "Drinking Water Week". 

Bureau of Health System Regulation 

Office of Emergency Medical Services 

The Office of Emergency Medical Services (OEMS) serves as the lead agency for the statewide 
development of emergency medical services. OEMS administers" the department's emergency 
response duties and maintains a 24-hour point-of-contact system for public health emergencies. The 
office responded to over 1,600 after-hour inquiries and emergencies, including tornado-damaged 
areas, nursing home evacuations, and toxic spills. 

OEMS approved 489 training programs resulting in the certification of 9,737 emergency medical 
personnel during the fiscal year. Sixty-three percent of initialEMT courses were given in community 
colleges reflecting a continued increase in institutionalizing basic emergency medical technician 
courses. A total of 1,337 students attended these courses. 

The office sponsored its 11th annual educational seminar, Connecticut EMS: A System of 
Challenge and Change. The seminar, attended by over 1 , 140 people, culminated EMS week in March. 
Development of a comprehensive statewide system, including designation of trauma centers, was 
initiated and draft regulations were proposed. 

As required in new regulations, OEMS reviewed, reconfirmed and, where necessary, reassigned 
primary service areas for all levels. One hundred and twenty Mobile Intensive Care applications were 
also reviewed. The Licensure and Certification Section conducted 634 ambulance inspections and 
investigated 46 complaints. Administrative action was taken in 20 percent of the complaints. 

Community Nursing and Home Health Division 

The division implements state laws and regulations governing licensure of community -based 
services, administers selected grants, and provides extensive consultation and technical assistance 
around the development of community -based services. The division licenses child day -care centers 
and group day -care homes, home health agencies, homemakerhome health aide agencies, coordination, 
assessment and monitoring agencies, and infirmaries in educational institutions. It also investigates 
complaints and maintains a toll-free hot line for medicare recipients of home care. 

In addition, division staff provides consultation and technical assistance concerning the adminis- 
tration of medications by school personnel and the role of public health nurses in child day care centers 
and group day care homes. 

Home Health Section 

Annual inspection visits were completed for 107 agencies, resulting in renewal of license to operate 
for 101 home health-care agencies, four homemaker home health aide agencies and two coordination, 
assessment and monitoring agencies. Two initial inspections were conducted resulting in the issuance 
of two provisional home health care licenses. 

Fifteen investigations were conducted in response to complaints received from consumers or their 
representatives. The complaints dealt with a variety of concerns regarding home health care services. 
Repeated problems included lack of availability of a service, patient safety concerns, homemaker 
home health aide and cost/charge issues. 

The basic homemaker home health aide training programs administered by the Department of 
Education and Mattatuck Community College prepared a total of 3 1 6 homemaker home health aides 
this year. Certificates of satisfactory completion of the required preparation for homemaker home 
health aides were issued to 651 persons by this department. 

Medicare activities were completed per federal directive: 98 resurveys of the total 97 medicare- 
certified home health agencies, two initial home health agency surveys, two initial hospice surveys 
and six hospice resurveys for compliance with federal requirements. 


Community Nursing Section 

The child day -care licensure program is the largest facility licensure program in state government. 
It oversees more than 1,448 child day care centers and group day-care homes serving over 80,000 
children in the state annually. Over 100 new centers were licensed. Program staff investigated over 
200 complaints concerning licensed as well as unlicensed programs. 

Under the school infirmary licensure program, site inspections were made and licenses were 
granted to infirmaries in 23 private secondary schools and seven colleges/universities serving a 
combined student/employee population of over 100,000. 

Policies were reviewed and consultation provided to local boards of education in 144 school 
systems and special school districts that allow for administration of medications by school personnel 
in the absence of the school nurse. Through the respite care program, $400,000 was awarded to six 
private non-profit agencies serving Connecticut cites and towns to provide respite care to over 700 
families caring for severely disabled individuals. The comprehensive health screening program 
provided $100,000 for services to the residents of Hartford. 

Division of Medical Quality Assurance 

The division received a total of 10,020 applications for licensure, certification or registration in the 
1989-90 fiscal year. A total of 8,737 new licenses, certifications and registrations were issued. A new 

| Licensing Data 




♦Certified nurse midwives 

Chiropractic physicians 

Dental hygienists 



Funeral directors 


Hearing aid dealers 

Homeopathic physicians 


Licensed practical nurses 

♦Marriage and family therapists 


Natureopathic physicians 

♦Nurse aides 

Nursing home administrators 

Occupational therapists 

Occupational therapy assistants 



Osteopathic physicians 

Physical therapists 




Registered nurses 

♦Respiratory care practitioners 

♦Social workers 

Speech pathologists 


♦ Certification and registration programs with no 

renewal needed 































































federally mandated program for the registration of nurse aides was started during this fiscal year. The 
division collaborated with 16 boards and commissions to approve educational programs and 
administer examinations in the various regulated professions. A total of 1 10,7 1 3 individuals renewed 
their licenses in the fiscal year. A total of $837,603 in licensure/certification application revenues and 
$9,776,211 in licensure renewal revenues were collected. 

The Hearings Office received a total of 544 new complaints againstregulatedprofessionals. A total 
of 70 disciplinary actions were taken as a result of division investigations, including 22 memoranda 
of decision, 41 consent orders, and seven licensure denials on disciplinary grounds. 

Hospital and Medical Care Division 

This division inspects, licenses and certifies health care institutions managing a total of 48,776 
patient/client beds across the state. A total of 885 health care facilities were licensed and 612 health 
care facilities were certified during fiscal year 1990. 

State licensing activities included 1,624 on-site inspections and the review of approximately 
55,500 accident reports filed on behalf of long-term care recipients. 

The Hospital and Medical Care Division is designated as the state survey agency under a contract 

[Licenses and Certifications for Health Care Facilities 

Nursing Home Facilities 




Chronic and conv. nursing homes 




* 175 dually certified as SNF/ICF 

rest homes with nursing supervision 




Homes for the aged 









General hospitals 




Children's hospitals 




Chronic disease hospitals 




Short-term hospital, special, hospice 




Psychiatric hospitals 








(Figures do not include bassinets) 


Mental Health Facilities 

Substance abuse facilities 




Family care homes 




Intermediate treatment facilities 




Mental health residential living centers 




Mental health community residential centers 




Mental health clinics 




Mental health day treatment 








Mental Retardation Facilities 
Intermediate care facilities 
Other Facilities 
Outpatient clinics 
Ambulatory surgical centers 
End-stage renal disease facilities 
Physical therapy in independent practice 
Outpatient p.t. - speech pathology survey 
Providers of portable x-ray services 
Comp. outpatient rehabilitation facilities 
Maternity homes 
Occupational therapist/independent practice 


130 1,509 



















Grand Total 


612 49,704 


Certification Licensure On-Site 
Surveys* Insp. Visits** 

Completed Completed 


531 430 961 

302 N/A 302 

N/A 230 230 

69 62 131 






Total 902 722 1,624 

♦Includes post-certs and follow up 

♦♦Does not include accident/incident, complaint 

or consultation visits 

|Qther Activities 

Accident/incident reports re: _. _„ 

nursing homes reviewed 

Accident/incidents investigated 8,330 

Complaints received and ..-a 


Consultation visits 84 

with the federal Department of Health and Human Services and a state interagency contract with the 
Department of Income Maintenance. Under these contracts, the division administered the federal 
certification program, which in fiscal year 1990 required the review and evaluation of 612 facilities 
through direct observation and evaluation of patient/client care and services for quality and 

Division staff received and investigated 329 complaints regarding health care services and a full 
range of regulatory and enforcement actions were implemented to deal with non-compliant health 
care providers. 

In addition, the division provided 84 educational and consultative sessions for health care providers 
and professionals in an effort to upgrade services to patients/clients. 

Bureau of Laboratories 

Services available through this bureau support the needs of all communities in the state by analysis 
of specimens and samples for a variety of state agencies, local health departments, hospitals, 
physicians and law enforcement groups. Tests performed by independent clinical and environmental 
laboratories for citizens in this state are monitored for quality through periodic inspection and 
improved through consultation and training provided by the bureau. 

Laboratory Standards Division 

In addition to the above-listed services, bureau examiners performed more than 430 laboratory 
inspections and required approximately 10,000 analyses to be made to ascertain quality of perfor- 
mance. The number of laboratories performing testing for environmental and consumer protection is 
continuously increasing because of public awareness of inorganic and organic chemicals in water 
supplies, bottled water and other beverages. These laboratories are registered and monitored annually 
to ensure complete compliance with applicable standards and regulations. 

Environmental Chemistry Division 

The overall sample volume and staff were comparable to last year, however, a significant change 
in testing priorities was noted. There were 28,400 environmental samples analyzed for 133,650 
inorganic compounds from Connecticut drinking and surface waters, ambient and industrial air, sea 
water, sewage, landfill, leachates, incinerator ash, dairy products, shellfish and fish. Samples for lead 
in drinking water increased by more than 150 percent. Approximately 1,700 samples were received 
from local health officers and as part of the State School 


Laboratory Tests Performed 

Number of 

Number of 







Sanitary and dairy chemistry 



Environmental chemistry 



Organic chemistry 












General microbiology 



Enteric diseases 



Tuberculosis and mycology 



Serology and immunology 



Food/sanitary microbiology 






Drinking Water Program. More than 1,100 wipes were analyzed to indicate bioavailability of lead 
following abatement projects. 

Nearly 4,000 industrial and domestic waste samples were analyzed for state agency monitoring 
programs. There were 1,100 survey samples from sewage treatment plants that discharge into the 
Long Island Sound and summer fresh water surveys collected from industrial point sources. 

Various environmental samples collected around the Connecticut nuclear power plants and the 
general environment were analyzed for radioactivity. The laboratory maintained a national radiologi- 
cal site for the Nuclear Regulatory Agency to analyze air and rain water. In addition, all potable water 
was monitored for radioactivity. Radon in water continued to be evaluated where air levels indicated 
a possible problem. 

Electron Microscopy was used to analyze air and water samples for asbestos fibers. Ambient and 
industrial air continued to be monitored for inorganics, particulates, sulfates and metals. 

Laboratories in the division are certified by the Federal Government and the American Industrial 
Hygiene Association. 

Organic Chemistry Division 

Reorganization of the Organic Chemistry Division resulted in the addition of Clinical Chemistry 
and Hematology to the Residue Chemistry and Hydrocarbon sections. Diversification and progress 
of the Hydrocarbon and Residue labs were achieved by new instrumentation, method development 
and expanded services. The high-performance liquid chromatograph and the gas chromatograph with 

spectrometer detector and computers have advanced analytical expertise in areas of carbamate 
pesticides, hydrocarbons in air samples for the federal Occupational Safety andHealth Administration 
and statistical summarizations conforming to federal Environmental Protection Agency require- 
ments. Highlight studies included a state Department of Environmental Protection Long Island Sound 
project, Connecticut River fish for PCBs, ground water contamination throughout the state by 
underground gasoline tank leaks and pesticides and a collaborative study with The University of 
Connecticut on the atrazine herbicide in soil. 

The Clinical Chemistry and Hematology Section was reorganized into three components: 
Biochemistry, which experienced a significant increase in blood lead screening, mercury poisoning 
analysis and Tay-Sachs testing, was recognized by the National Tay-Sachs and Allied Disease 
Association for its high standards of testing accuracy; Metabolic Diseases, which is responsible for 
screening newborns for phenylketonuria, galactosemia and hypothyroidism, performed more than 
160,000 examinations that revealed four positives for PKU, two for galactosemia and 13 for 
hypothyroidism; and Hematology, which has anew isoelectric focusing instrumentation, enhanced 
its scrutiny of newborns for genetic defects such as sickle cell disease, thalassemia and other 

During that process a new sickle cell variant (suggested name HB St. Francis, CT) was identified. 
This laboratory team will expand its efforts to accomplish universal newborn screening programs in 


Biological Sciences Division 

The Microbiology section experienced a 5-percent increase - 89,263 to 93,329 - in the number of 
submitted specimens. S almonella, serotype enteritidis, accounted for 30 percent of all enteric isolates 
and caused four food-borne outbreaks in the fiscal year. Gonorrhoea isolates increased by 2 percent 
over the 1988-89 fiscal year. The isolation rate of opportunistic pathogens associated with AIDS, 
particularly mycobacteria and fungi, continued to increase. Sera submitted for Lyme disease testing 
increased by 54 percent - 2,423 to 3,742. Laboratories participating in the Lyme disease proficiency 
program doubled in number this year to 41. Samples of water, food and dairy products examined for 
sanitary quality increased by approximately 10 percent, and the number of samples that failed to meet 
standards - 1,821 - increased by 42 percent compared to the 1988-89 fiscal year. 

An improved method to identify mycobacterial isolates was introduced. The number of human sera 
tested in virology for human immunodeficiency virus (HTV), the cause of AIDS, continued to 
increase. Over 15,800 sera were tested this year compared with 9,000 tested last year. Of the 15,881 
sera tested, over 5 percent were confirmed positive for HTV antibody. The number of specimens 
received for serologic testing during the last three years increased - 27,358 to 55,412 to 85,988 - the 
most, but the number of specimens received for virus isolation - 1 1,700 - remained relatively constant. 

The large increase was due to testing 47,563 dried blood spots collected from newborn infants for 
HIV antibody. Parvovirus B19 IgM antibodies were found in almost 5 percent of pregnant women, 
suspected of having or having been exposed to Fifth Disease, who were tested during the fiscal year. 
Significant improvements were made in data acquisition and data transfer methods. 

Toxicology Division 

The Toxicology Division is still in a transitional mode. A fluorescent immunoassay automated 
system has proven to be scientifically accurate and is more efficient than methods previously used. 
This system will replace the manual thin layer chromatography method for analysis of drugs of abuse. 
A robotic system was purchased for the analysis of blood and urine for alcohol in drunk driving cases. 
This upgrade will decrease the number of personnel needed to perform these analyses with increased 
accuracy and consistency. 

The intoximeters contracted for last year are arriving and are being certified and distributed for use 
in the various police departments. It is anticipated that distribution will be completed by November 

During the fiscal year, the number of toxicology cases analyzed was 13,943 compared to 12,428 
the previous year. This represents a 12-percent increase in productivity. 

Center for Policy Development and Community Relations 

The Center for Policy Development and Community Relations reports directly to the commissioner 
on matters of health and department policy and community relations. In addition, the center is 
responsible for facilitating and coordinating policy development within the department. 

The center participates in several key state task forces and commissions that focus on major health 
policy areas, such as the nursing shortage or health care services to AIDS patients in Connecticut. The 
center also works with other state agencies on a number of special projects, for example, the current 
effort to develop a comprehensive health databank for the entire state. Within the center are the 
Division of Health Surveillance and Planning and the Office of Local Health Administration. 

Division of Health Surveillance and Planning 

The division collects and analyzes statewide mortality, morbidity, and vital statistics data derived 
from three major database systems: Vital Records, Tumor Registry and the Longitudinal Nursing 
Home Registry. The division also provides technical planning and policy analysis for use by state and 
local public health programs. During fiscal 1989 the division responded to 1,050 requests for 
information concerning population estimates, mortality and vital statistics. 

The following annual statistical reports were completed and distributed: Connecticut Health Data 
1990, Connecticut Nursing Home Data 1985-86 and 1986-87, Vital Statistics Registration Report 
(1988), State/Town Population Estimates (1989) and Population Estimates by the Age and Sex of the 
Population and the Final Report of Age-Adjusted Mortality Rates and Age-Adjusted Years of 
Potential Life Lost for the Leading Causes of Death, Connecticut Residents, 1987, which was 
distributed to all local health departments. 

The division matched a ten-year original database of all patients in nursing homes from 1977-87 
with Department of Income Maintenance Medicaid files to carry out An Analysis of Spend-Down 
Dynamics in Nursing Homes. 


The division awarded and monitored four community-based health planning contracts with the 
Hartford, Bridgeport, Uncas, and New London health departments for the development of preventive 
and primary care services. 

The division provided health policy analysis to the Blue Ribbon Commission on State Health 
Insurance, which resulted in a special legislative focus on pregnant women and children and expanded 
services at community health centers, to increase services to the uninsured. 

The division continued to work with the U.S . Public Health Service, community health centers, and 
the Connecticut Primary Care Association as part of a cooperative agreement to coordinate primary- 
care services for populations without enough medical services. 

The Connecticut Tumor Registry 

The population-based registry, the oldest of its kind in the U.S., continued to maintain a system of 
cancer surveillance and follow-up covering all Connecticut residents. The tumor registry is also a 
contractual member of the National Cancer Institute's SEER Program, a network of 11 population- 
based cancer registries in various areas of the United States which monitors cancer in over 20 million 

Preliminary data for the 1988-89 fiscal year showed that 16,170 new malignant and in-situ tumors 
diagnosed in Connecticut residents. Of these, 7,264 were diagnosed in males and 8,906 in females. 
The age-adjusted incidence rate per 100,000 population for both sexes combined increased from 
344. 1 in 1987 to 378.0 in 1988. The age-adjusted rate for males increased from 348.8 to 387.3 between 
1987 and 1988 and the age-adjusted rate for females increased from 350.5 to 383.1. 

There were 121 requests for cancer information from the registry during the year. The registry also 
participated in nine special cancer studies in cooperation with Yale University, other researchers and 
the National Cancer Institute. Three research articles were published in various journals based on data 
from the registry. Data on almost 217,000 tumors were submitted to NCI in December 1989. This 
information will be used by NCI for the analysis of cancer incidence and survival in Connecticut and 
comparisons with other areas of the United States. 

Vital Records Section 

The section received and recorded a total of 115,065 certificates of vital events: 48,686 births, 
27,884 deaths, 26,795 marriages and 1 1 ,700 dissolution of marriage reports. Requests for amendment 
of birth certificates through the adoption process totaled 914 and new certificates were generated 
following completion of the adoption process. 

During the year, 21,504 requests for certified copies of vital records were processed, producing 
revenue of $107,521 . There was an increase in revenues resulting from legislation increasing the cost 
of certificates to $5 per copy. 

A quality assurance program was implemented to provide liaison with and consultation to hospital 
medical records and nursing staff in order to enhance the quality and timeliness of vital events data. 

The first-year of birth record processing under the Automated Vital Statistics System was 
completed. About half of the records were transferred electronically through the nine major hospitals 
now registering births with this system. 

Bureau of Community Health 

The bureau promotes the development of high quality, cost effective, community based, coordi- 
nated services and programs which provide preventive primary and rehabilitative health care and 
nutrition services for pregnant and lactating women, adolescents, infants and young children. 
Priorities continued to be programs targeted to reduce the numbers of infant deaths and illnesses, low 
birth weight babies, and pregnant teenagers. In addition, the bureau supported early identification and 
intervention initiatives for infants and pre-school children with handicaps or at risk of developing 
delayed disabilities. 

Staff within the bureau coordinated activities with other state human services agencies, regional 
and national health agencies and organizations, local health departments, community health centers 
and numerous other professional and voluntary organizations. 

Community Health Systems Division 

The division tracked, monitored, and evaluated community-based health care delivery systems, 
such as community health centers, public health nursing agencies and WIC service sites. 

The WIC program provided supplemental foods and nutrition education to pregnant, post-partum 
and breastfeeding women, infants and young children from families with inadequate income whose 


physical and mental health are at risk due to poor nutrition. The program administered a U.S. 
Department of Agriculture grant of $28,400,000 to serve over 53,000 Connecticut participants. 

In addition to regulatory activities, the WIC program continued to work on a new automated data 
processing system. 

The division's public health dentistry program estimated that 50 percent of children are still 
afflicted with caries, even though caries are preventable. Infectious diseases such as AIDS, hepatitis, 
tuberculosis and other sexually transmitted diseases put patients and dental care workers at risk. 
Public health dentistry also noted that a significant number of children and adolescents in Connecticut 
are uninsured and therefore, have limited access to dental services. 

Public health dentistry pointed out that 50 percent of Connecticut's towns and cities did not have 
fluoridated water and relied on oral mouth rinse programs to prevent dental caries. There were 
approximately 56,000 children in 247 schools of 77 communities participating in a weekly fluoride 
mouthrinse program. 

The sudden-infant-death-syndrome program provided support to 40 families and their significant 
others who are coping with the death of a child. CONNS ACS, a program funded to provide services 
for rape crisis victims, served approximately 3,300 individuals. Programs under development 
included assessing the health care needs of the homeless, particularly families with children and the 

The division received a demonstration grant of $209,000 from the Office of Substance Abuse 
Prevention. The project is designed for low-income substance-abusing pregnant women. First-year 
activities consist of planning, organizing and intervention with a pilot group. 

Child and Adolescent Health Division 

Eleven school -based health centers throughout the state served over 3,500 students. They 
continued to provide diagnosis and treatment for illness and injuries, mental health counseling and 
health promotion and educational activities. Substance abuse prevention components were added to 
eight sites, one additional school-based health center is entering its final year of planning and should 
open during the fiscal year. 

The children-with-special-health-care-needs-program was restructured to enable community- 
based systems to provide care coordination. The department took on the responsibility of determining 
the availability of community resources capable of providing clinical, developmental and care 
coordination functions. Seven hundred and sixty-three children received care coordination by state 
staff; 5,705 received coordination on contractual arrangements. The division, in collaboration with 
other state agencies, set up a regional birth-to-three service coordination system. 

Elementary school children in 13 Connecticut school systems started eating less fat and more fiber 
in school meals as a result of the division's diet modification training program, "SMART CHOICE". 
Over 60 food service personnel completed training in the program. 

Family/Reproductive Health Division 

Comprehensive and preventive prenatal and infant health-care services were expanded to reduce 
infant mortality, morbidity and low birthweight babies. The Healthy Start programs, established by 
the departments of Health Services and Income Maintenance, offered medical and support services 
to pregnant women and children up to 18 months of age living at or below 185 percent of the federal 
poverty level. Over 7,000 pregnant women and 7,000 infants were served during the program's first 
full fiscal year ending June 30, 1990. Through adolescent health programs, 2,308 teen parents and 
infants received direct services. Statewide, family planning clinics provided services to 13,776 
individuals. There were 5,947 free pregnancy and 3,275 chlamydia tests performed; and the male 
outreach program distributed 258,518 condoms. 

Screening for metabolic disorders was done on 49,329 samples. Of these, four were diagnosed with 
PKU, 1 8 with hypothyroidism and one with galactosemia. Through the newborn sickle cell screening 
project, 13 newborns were found with the disease and 385 with sickle cell trait. The maternal PKU 
program provided counseling, nutrition guidance and follow-up to 45 women of child-bearing years 
to prevent mental retardation in their offspring. There were no newborn deaths due to Rh hemolytic 
disease. Carrier screening for sickle cell anemia and Tay Sach's resulted in 5,468 individuals tested 
- 4,769 for sickle cell, 699 for Tay Sach's. There were 13 individuals found to have the Tay Sach's 
trait. Satellite genetic clinics served 400 persons. The statewide toll-free pregnancy exposure risk line 
handled about 4,000 inquiries. 

The Nutrition Awareness Program produced two worksite diet modification videos geared to staff 
and managers of food service departments. In an effort to educate the public on the nutritional factors 
of obesity, heart disease, cancer and osteoporosis, 11,125 pamphlets were distributed. A fish costume 


was added to the existing pita bread, milk carton, and broccoli costumes, to exemplify "healthful" 
foods at food shows and educational programs dealing with proper nutrition. Four news releases 
dealing with the preparation of nutritious and healthful meals were prepared. As a result, five 
newspaper articles, three TV and three radio presentations dealing with healthful nutrition were 
carried reaching about 539,000 adult readers and 600,000 listeners and viewers. 

Commission on Hospitals and Health Care 


Nancy S. Watter, Vice Chairman 

Established - 1973 Statutory authority - Chap. 368c 

Central office - 1049 Asylum Ave., Hartford, Conn. 06105-2431 

Average number of full-time employees - 49 

Recurring operating expenses - 1989-90 - $2,363,725 

Capital outlay - $25,000 

The Commission on Hospitals and Health Care (CHHC) is the regulatory panel charged with 
maintaining high-quality health care for the citizens of Connecticut at the lowest possible costs. It is 
a full-time, five member commission and staff. The staff of the CHHC are part of the Department of 
Health Services (DHS). The affirmative action plan for the CHHC is included in the DHS plan. 

The CHHC is the "Certificate of Need" (CON) authority for granting or denying any additional 
function or service proposed by a health-care facility within its jurisdiction. The CHHC must also 
authorize, modify, or deny any request from either a governmental or non-governmental facility, 
except HMO or home health-care agency, that wants to spend more than $1 million or to acquire or 
lease major medical equipment costing over $400,000. Any person wanting to acquire or lease 
imaging equipment with a cost of $400,000 must also first receive a CON. 

In 1989 the CHHC reviewed 182 CON applications, giving 123 approvals, 29 modifications, 15 
denials and 15 withdrawals. These projects represented authorizations of $85 million and denials of 
$225 million. Another $14 million in projects were withdrawn. 

This year was the phase-in year for the hospital budget review system with revenue and pricemaster 
caps created under Public Act 89-37 1 . Under the new system, 17 hospitals underwent exempt reviews, 
9 hospitals received partial reviews and 9 hospitals underwent full detailed reviews. In the fiscal year, 
the CHHC authorized an average increase of 14.69 percent in gross patient revenues. In addition, 
pricemaster reviews were conducted for 19 hospitals. The CHHC also annually sets rates for home 
health-care agencies and other specialty hospitals. 


Office of the Chief Medical Examiner 

H. WAYNE CARVER, II, M.D., Chief Medical Examiner 

Established - 1970 Statutory authority - Sec. 19a-400 through 414 

Central office - 11 Shuttle Road, Farmington, Conn. 06032 

Average number of full-time employees - 56 

Recurring operating expenses - 1989-90 - $2,742,429 

Capital outlay -$38,720 


The Commission on Medicolegal Investigations, created by Public Act 699, supervises the 
operations of the Office of the Chief Medical Examiner which is located on the grounds of the 
University of Connecticut Health Center in Farmington. 

In Connecticut, all violent, sudden, unexpected and suspicious deaths and those related to disease 
resulting from employment or which constitute a threat to the public health are reported to the Office 
of the Chief Medical Examiner. 

During the year, 12,21 1 deaths were reported to the Medical Examiner's Office. Of that number, 
3,853 were within the jurisdiction of the Medical 

Examiner's Office and were investigated by assistant medical examiners serving in communities 
throughout the state. Of the total number of deaths reported, 4,547 were cremation investigations. 
There were 1,384 medical-legal autopsies conducted at the Farmington facility. Of the autopsies 
performed at the Chief Medical Examiner's Office, 204 represented victims of homicide and 
constituted 100 percent of the homicides occurring statewide during a 12-month period. Completed 
records, including toxicologic analysis were furnished to the state's attorneys within an average of 
four weeks following autopsy. 

Ten pathology residents from Danbury Hospital, Hartford Hospital, University of Connecticut and 
Yale University School of Medicine and six medical students from the University of Connecticut 
Health Center spent a one-month rotation at the Chief Medical Examiner ' s Office. Three pathology 
assistant students from Quinnipiac College spent one- or two- week rotations observing and assisting 
in the performance of autopsies. The Forensic Pathology Course for pathology residents from 

throughout the state was conducted during 1989-90. Thirty one residents from Danbury, Hartford 
and St. Raphael's hospitals and the University of Connecticut and Yale University Schools of 
Medicine participated in the course. It has been expanded to 32 hours over a two-year period. 
Educational programs were provided to law enforcement personnel, to medical students and to a wide 
range of professional and community groups across the state. 

The commission met five times at the Office of the Chief Medical Examiner in Farmington. The 
following people were members during 1989-90: Chairman S. Evans Downing, professor of 
pathology, Yale University; Frederick G. Adams, commissioner of the Department of Health 
Services; Steven B. Duke, professor of law, Yale University; Harry S. Gaucher, Jr., lawyer, 
Willimantic; Irving Goldschneider, professor of pathology, University of Connecticut Health Center; 
W. Raymond James, physician, Essex; Mark Shipman, lawyer, Hartford; Sheila Taub, professor of 
law, University of Bridgeport; and Francis R. Coughlin, a physician and lawyer, New Canaan. 


Commission on Long Term Care 

AUDREY M. WASIK, Coordinator 

Established -1980 Statutory authority - Sec. 19a-566 

Central office - 150 Washington St, Hartford, Conn. 06106 

Average number of full-time employees - 3 

Recurring operating expenses - 1989-1990 - $137,131 


The Commission on Long Term Care, established in 1980 as the Commission On Long Term Care 
In Nursing Home Facilities and in 1983 as the Commission On Long Term Care, is responsible for 
the development and implementation of a coordinated state policy on long-term care. It also has the 
responsibility to resolve issues arising from the state's commitment to meet the needs of its citizens 
of all ages who are unable to cope with the tasks of daily living because of a physical or mental 
impairment and require health, social services or personal care on a recurring or extended basis. 

Agency Program 

The Commission on Long Term Care is a policy body and both directly and indirectly serves 
persons who require long-term care in homes and community settings, institutions or combinations 
of these. The commission, under the direction of the coordinator, identifies chronic care policy issues 
that require interagency resolution and coordinates interagency research and review necessary for 
decision making. 

Activities this past year include a student research project on a state coordinated long-term health 
care information system; a review of Connecticut's pilot group home models as community 
residences for persons with traumatic brain injury and similar disorders; initiation of a study and 
interstate comparisons of no-fault auto insurance and catastrophic care; and the issuance of a final 
report of the agency, recommending the transfer of authority of the Office of the Coordinator and 
continuing key agenda items. 

The commission is composed of nine agency heads, each of whom has responsibility for a part of 
the state's long-term care system. The members are the commissioners of Aging, Children and Youth 
Services, Health Services, Human Resources, Income Maintenance, Mental Health, and Mental 
Retardation, the chairman of the Commission on Hospitals and Health Care, and the executive 
director of the Connecticut Alcohol and Drug Abuse Commission. The commissioners meet 
quarterly. The coordinator, who is appointed by the Governor, is chairperson. 

Legislative Action 

To implement a Governor's Budget recommendation that other state agencies assimilate the 
functions of the Commission on Long Term Care, the 1990 General Assembly voted to abolish the 
Commission on Long Term Care and the Office of the Coordinator effective July 1, 1990. The same 
act, Public Act 90-237 keeps an advisory board and places it, for administrative purposes only, under 
the authority of the Office of Policy and Management. 



Department of Mental Retardation 

TONI RICHARDSON, Commissioner 

Charles Galloway, Deputy Commissioner 

Stefanie Cameron, Deputy Commissioner 

Established - 1975 Statutory authority - Chap. 368t - 368u Central office - 90 Pitkin 

St., East Hartford, Conn. 06108 

Average number of full-time employees - 6,090 

Recurring operating expenses - 1989-90 - $373,760,550 

Capital outlay - $677,794 

Value of real property - $196,675,611 

Organization structure - Office of the Commissioner; Deputy 

Commissioners; Division of Service Development and Support; 

Division of Financial Administration; Division of Personnel and 

Labor Relations; Division of Information Systems and Management Services; 

Division of Strategic Planning: Division of Quality Assurance; Division of Facilities 

Management and Division of Revenue Development 

The Commissioner of the Department of Mental Retardation (DMR) shall be responsible, with the 
advice of the Council on Mental Retardation, for planning and developing a comprehensive and 
integrated statewide program for persons with mental retardation. In 1989-90 new referrals totaled 
1 ,089. On -campus population atDMR facilities decreased by 1 1 2 clients. The number of DMR clients 
in long-term care facilities decreased from 542 to 349, and the community residential population 
increased by 442 clients. 

As of June 30, the members of the Council on Mental Retardation included the following: Quincy 
Abbott, chairman; Herbert Barall, vice-chairman; Luella Horan, secretary; Stephen Delaney; Robert 
Greens tein, Katherine Bourne, JamesRebeta; MargaretDignoti; Samuel Teitelman; James LoMonaco; 
Thomas Mullen and Richard Rawson. 

The organization of the department is as follows: The Deputy Commissioner of Programs manages 
the divisions of Service Development and Support, Quality Assurance and Strategic Planning. The 
divisions of Financial Administration, Personnel and Labor Relations, Information Systems and 
Management Services, Facilities Management and Revenue Development are under the direction of 
the Deputy Commissioner for Administration. 

There are directors in each of the department's six regions and two training schools. Each region 
and training school also has assistant directors designated to manage the areas of residential, day, 
resource and administrative services. The department's mission statement is the philosophy that 
unites all activities of the department to assure that persons with mental retardation have full 
opportunities in life. 

Mission Statement 

The mission of the Department of Mental Retardation is to join with others to create the conditions 
under which all people with mental retardation experience: 

• Presence and participation in Connecticut town life. 

• Opportunities to develop and exercise competence. 

• Opportunities to make choices in the pursuit of a personal future. 

• Good relationships with family members and friends. 

• Respect and dignity. 

Operating Principles 

The Department of Mental Retardation: 

1. Accepts responsibility to assure individuals with mental retardation uninterrupted essential 
services until the time a person no longer needs to depend on these services. 

2. Believes that all individuals with mental retardation can grow, develop, make choices and 



participate in community life. 

3 . Will share the responsibility for decision making with the people it serves, their families, friends 
and advocates. 

4. Will promote or provide necessary adaptations and accommodations to ensure people's effective 
use of natural community resources and places, such as schools, work places, health services and 

5 . Will promote or arrange services for individuals in groups that are appropriate with regard to age, 
size and the compatibility of the group members. 

6. Will invest its resources to the greatest extent possible in activities and programs that are most 
likely to advance our mission. 

7. Will monitor department policies and operations to prevent practices that may undermine 
constructive relationships between program staff members and the people they serve, and to effect 
changes in organization design and management practices to improve these relationships where 


8. Will develop and adopt a variety ofprogram evaluation methods thatfocus on the accomplishment 
of its mission and give the people it serves and their families an active role and a clear voice in the 
assessment of the services they receive. 

9. Will support methods of regional planning and administration that ensure continual learning and 
innovation throughout the service network. 

10. Acknowledges the essential contribution of advocates who call on it to remain consistent with 
our mission. 

Affirmative Action 

DMR hires employees in accordance with principles of affirmative action and encourages the 
promotion of women and minorities after they join the work force. It is the objective of the department 
to achieve the full and fair participation of women, blacks, Hispanics, persons with disabilities and 
other protected groups in our work force as set forth in Conn. Gen. Statutes Sec. 46a-61. 

In line with this commitment, the department will not knowingly do business with any contractor, 
subcontractor, bidder or supplier of materials who discriminates against members of a protected class. 

Affirmative action and the provision of equal opportunities for advancement are immediate and 
necessary objectives for the department. These objectives are commensurate with the state's policy 
of compliance with all federal and state constitutional provisions, laws, regulations, guidelines and 
executive orders that prohibit or outlaw discrimination. This applies to all aspects of the employment 
process including recruitment, selection, hiring, training, promotions, benefits, compensation, lay- 
offs and terminations. The department's affirmative action plans aim to eliminate underuse of, or 
discrimination against, protected class persons in all aspects of the above. Further, the department 
affirmatively to provide service and programs in a fair and impartial manner. 

Developmental Disabilities Council 

The Developmental Disabilities Council is an independent legal entity composed of Gubernatorial- 
appointed members and is attached administratively to the Department of Mental Retardation. The 
council's mission is to promote empowerment and full integration of people with developmental 
disabilities and their families by changing systems to support interdependence, productivity, and 
accessibility in natural community life. This year, the council awarded $373,833 in grants and 
prepared a 1990 Report to inform the state and federal governments about services and public policy 
issues affecting people with severe disabilities. 

Region 1 

Steven D. Staugaitis, Regional Director 

Region 1 includes the 44 towns in the northwest Connecticut. The region's organization includes 
four divisions and an advisory council comprised of local citizens. 

During 1989-90, the Day Programs Division developed and maintained Supported Employment 
and Opportunities for Older Adults Program, community experiences and adult day treatment 
programs for 585 people through contracts with private providers, a 34-pro gram increase. It provided 
early intervention programs for 131 children, school programs for 31 children, vocational programs 
for 454 individuals through community sheltered workshops. The division has worked through 
private employers in providing necessary supports to employees with disabilities through the 
Supported Employee Initiative. 

Collaborative efforts with schools and the Division of Rehabilitative Services has improved 
prospects for graduating students in making the transition from school to work. Forty-three graduates 


were provided with employment programs this year. 

The Residential Programs Division provided residential opportunities to 48 people in its one 
campus facility, 89 people in its 11 group homes and two community living arrangements, 88 in 
supervised apartments and 135 in community training homes. It contracted for services for 386 people 
in 90 private community residences, 28 children in two private nurseries and 1 19 people in long-term 
care facilities in 18 locations. Region 1 contracted with private providers to establish six additional 
homes in the community for 26 additional people. Privately supported living programs began 
operating during the year providing less than 24-hour support to 34 people. During this year, the 
Cheshire campus was closed for residential programs. A private nursery also ceased operations and 
clients moved to smaller community living arrangements. 

The Administrative Services Division continued to refine its computerized monitoring systems for 
contracts with service providers and expanded this format to include all budget items within the 
region. A private sector contract administrative unit supports DMR privately contracted programs. 
The Information Systems Unit has been instrumental in starting the CAMRIS System, a centralized 
computer information system. 

The Resource Services Division provided health, program and case management services to 1,750 
clients. Respite services were provided to 184 families and 92 community training home providers 
from Region 1. A Family Support Task Force was assigned to refine the current system of support 
services to families in the region. The Region 1 library holds over 5,000 volumes of books, videotapes 
and educational items available for loan and provides inter-library loan services, as well as, 
conducting specific literature searches. Staff development and training provided courses in medication 
administration to 1,300 people and cardiopulmonary resuscitation to 161 people this year. 

Region 2 
Terry Roberts, Regional Director 

Accessing and delivery of services to the 23 communities in northcentral Connecticut, involving 
both the public and private sector, occurs under the direction of four operational divisions. 

The Administrative Services Division houses the business office, personnel and payroll, facilities 
management and the affirmative action office. The development of unified systems within the region 
has continued to be a priority for this division, as well as developing strategies to overcome the present 
effects of past practices, which have resulted in barriers to equal employment. 

The Day Services Division has provided a number of opportunities for both children and adults to 
participate in meaningful social, educational and work experiences in a variety of settings. The early 
intervention program served 206 children, and six students attended the department-sponsored day 
school programs. Two hundred thirty eight adults participated in supported employment programs, 
664 adults participated in community work services programs, 52 adults participated in community 
experience programs, 144 adults participated in elderly enrichmentprogramsand40adultsparticipated 
in a variety of department-operated adult day programs. 

The Residential Services Division served 81 clients residing in campus programs, 139 clients 
residing in department group homes and community living arrangements, 62 clients residing in 
department staffed apartments, 88 clients residing in supervised/subsidized apartments and 414 
clients residing in private residential facilities. The Community Training Home Program has 54 
clients residing in 40 sites. 

TheResource Services Division provided services to approximately 2, 100 clients and their families 
during 1989-90 through case management, clinical support, health services and community and staff 
development. The division uses an interdisciplinary team approach to identify the capacity, competency 
and needs of the individuals the region serves. The division's 42 case managers have continued to 
ensure that all clients have access to, and receive all of the resources and services they need to function 
at their optimal level by assisting the interdisciplinary team to identify needs, develop a service plan, 
locate and coordinate services and monitor the quality of services received. 

The Clinical Support and Health Services subdivisions, joined by a number of contracted 
professionals, have the region's psychological, psychiatric, therapeutic recreation, behavior modi- 
fication, speech and language, physician, nursing, physical and occupational therapy, dietary, dental 
hygiene and pharmacy staff members. Although clinical support staff members provide services in 
a variety of settings, the primary emphasis has been individuals living at home because many times, 
except for the involvement of a case manager, these individuals do not have additional support from 
the department or other social service organizations. A major and complementary thrust of health 
services has been a continued effort to educate and increase community awareness of the rights and 
needs for access, by persons with mental retardation, to generic integrated medical services. 

The Community and Staff Development subdivisions, which includes training, volunteer services 


and management information systems development, has increased efforts in all areas. Improved data 
collection and tracking capacities, due to the department's newly automated information system, have 
increased staff efficiency and decision-making capabilities. 

Regional planning efforts, public information and education and other special projects have been 
carried outby the region's planner. Some major accomplishments included extensive renovations and 
other capital improvements at the Hartford Center in Newington, expansion of a successful food pilot 
project offering generic community services to residents of group homes and the administrative 
restructuring of day programs to allow more cost-effective and better coordinated and integrated 

Region 3 
Thomas J. Sullivan, Regional Director 

Region 3 covers 29 towns in northeast Connecticut. Administrative offices are located in 
Willimantic, with satellite offices in Vernon and at the John N. Dempsey Center in Putnam. 

The region has two planning and advisory councils. The region, with the cooperation of these 
councils' leadership forum, sponsors annual forums for legislators, municipal officials and staff. The 
region has an effective Program Review Committee and a volunteer Human Rights Committee. This 
year plans were developed to merge the Mansfield Training School into Region 3 during fiscal year 

Administrative services, in addition to providing payroll and fiscal supports for 562 full-time and 
part-time employees, is responsible for maintenance/housekeeping services, food services, trans- 
portation and fire safety services throughout the region. Region 3 spent $21,625,990 in 1989-90, with 
$23,731,448 budgeted for 1990-91. Residential services are provided in a variety of options. The 
region has 44 persons residing at the John Dempsey Center. There are 80 people residing in 
community training homes, 118 living in 19 state operated community living arrangements, and 130 
people reside in apartment settings. There are 60 privately operated community living arrangements 
in the region, providing homes for 272 people. These programs are managed by 14 different private 
non-profit organizations. Regional staff monitor and provide technical assistance to these programs. 

The region moved 53 people into community settings in fiscal 89-90 from the following locations: 
Mansfield Training School - four; long-term care facilities - 10; own home - 28 and other - 11. One 
of our residents of the Dempsey Center was able to return to his natural home under the new Family 
Reunification Plan. 

Day services are provided by both the public and private sector. The goal is to offer services that 
promote the development of natural supports and meaningful relationships for individuals, within 
their local communities. The Early Intervention Pro gr am serves 152children through homeboundand 
community -based integrated programs. Supported employment opportunities in the community are 
provided for 424 individuals throughout the region and continue to expand each year. Sheltered 
workshops continue to downsize. This is a direct result of the development of more supported and 
competitive employment situations. Public and private agencies have at least 35 individuals placed 
in employment using natural supports. Community Experience Programs serve 68 individuals. Over 
199 elderly people receive services in the Opportunities for Older Adults Programs as the retirement 
population rapidly increases. A contract compliance unit monitors fiscal and programmatic aspects 
of the day-service contracts. A wide range of community-based social and leisure activities are 
provided by the recreation staff to over 625 youth and adults in the region. 

Case management services are provided by regional staff to 1,906 individuals with mental 
retardation who live with their families or in supervised or supported programs. There were 200 
persons who received 2,314 days of respite and 11,209 hours. Program support and health services 
provided both direct and technical assistance to cover over 600 men and women living in public and 
private residential settings. These two divisions also presented specialized conferences relating to 
clinical and legal issues and their application in the region's programs. The Staff Development 
Division continued to provide many additional training opportunities for both the public and private 
sectors as a result of increased training funds this year. 

Region 4 

Linda Underwood, Regional Director 

Region 4 serves 21 communities in southwestern Connecticut. This diverse area has a population 
in excess of 795,630. 

Over 1,734 individuals with mental retardation were assisted last year to develop themselves and 
to join Connecticut town life through a service delivery system involving families, consumers and 


public and private providers. To coordinate this service delivery system the region strives to involve 
all interested parties. This past year a region wide informational event, EXPO '90, brought over 400 
citizens together to meet and talk with 50 providers of service. A planning event was also held that 
brought citizens together to voice their recommendations for service planning. 

The Administrative Division successfully focused its attention on increasing the region's capacity 
to use computer technology. Personnel in each division have competent personal computer skills and 
the region participates in this departmentwide computer initiative. This increase in capacity was made 
possible through public and private training courses and assignment of a staff member to computer 
development and coordination with central office. 

The Division of Day Services provides early intervention and school education to children and 
employment and day program options for adults. Home educational programming was provided to 
60 infants and toddlers, and an additional 17 toddlers were integrated into local day care centers and 
nursery schools. Seventeen school-age children received their education through Unified School 
District 3; five of these individuals for the first time attended New Canaan High School. There has 
been an increase in private provider community contract work for adults from 368 client employees 
in the 1938-89 fiscal year to 406 client-employees in this last fiscal year. Region 4 provided 49 of the 
53 school graduates in 1989 with a day option without new budget dollars. In day activity programs 
available to the general public, the region currently serves 51 adults. In this past year, 16 adults moved 
into community programs. The reduction of segregated day programs for children and adults 
continues to be a major goal. 

New residential services were developed in the 1990 fiscal year and a gradual, limited reduction 
in the population of one institutional campus was begun. The year ended with 662 individual 
residential opportunities in publicly financed or supported residential settings reflecting a 4.7-percent 
increase in the capacity of Region 4 to provide permanent out-of-home residences. Four private 
agencies successfully petitioned the region for contracted funds to enable them to support people 
living in non-licensed homes that are rented or owned directly by persons with mental retardation. 
This supported living program provided yet another option in a cost effective and integrated model. 

The Ella Grasso campus ended this last fiscal year with 73 residential spaces, two less than the prior 
year, and filed approved plans to reduce the population to 60 by 1995, thus reducing the population 
density on this campus. 

The Division of Resource Services used a variety of creative approaches to increase family 
involvement with the region. This was accomplished through development of the Family Support 
Advisory Council and also a sibling support group. The Circle of Support concept was started with 
3 families in Region 4, with plans to expand on this program in the coming year. Regional training 
was increased not only to public staff, but to community training home providers and private sector 
staff. Region 4 was successful in working with private providers in helping them maximize the use 
of the Human Resource Development Training Fund. 

Region 5 

Rosemarie A. Burton, Regional Director 

Region 5 is located in the southcentral Connecticut. Region 5 serves an area of 24 communities with 
a population in excess of 603,000. 

The region operates an integrated service delivery system addressing the needs of 1,680 persons 
with mental retardation. The regional service system, which involves both public and private 
resources, has been guided by the belief that complex service needs require the shared commitment 
and collaborative effort of many participants to assist each person with mental retardation achieve a 
valued and contributing status within his or her own community. Region 5 has continued to focus on 
involving citizens to develop its planning process. Continual consumer input, as well as expert advice, 
has been solicited to assess the quality of services and to guide the direction of programs. 

Currently 90 percent of the people served are those who reside with their own families or in other 
private community living arrangements. These living arrangements reflect the commitment and 
efforts of the region to focus on the needs of families within communities, to develop private 
initiatives to serve persons with mental retardation and to return persons in all institutional 
environments to healthy, value-enhancing and preferred community settings. 

Region 5 has adopted a proactive stance in letting clients choose the communities in which they 
want to live. Both the public and private sectors have collaborated to develop alternative living and 
employment opportunities for clients to exercise choice and competence, and to build relationships 
with family and friends. The region has enjoyed the commitment of a case management system that 
coordinates the application of specific support services. The case management system has been 
responsible for developing service plans, ensuring appropriate service development and providing 


assistance to more than 1,700 people with mental retardation and their families. The region has also 
provided home respite to 296 clients and families for a total of 15,846 hours and 3,142 full days. 

Professional medical and non-medical support staff have employed contemporary technologies to 
support clients in their alternative living arrangements of those residing with their relatives. 
Preventive health measures have been developed to improve the quality of life, and an extensive 
quality assurance audit has been implemented to identify, track and significantly reduce the use of 
psychotropic medications. 

The region has solicited citizen involvement in various aspects of its service delivery system. 
Citizens serve on public and private boards, assist the region in specific tasks, and give time, goods 
and financial support. They have been active in reviewing the practices of the region particularly as 
they affect the human rights of clients. Other citizens, including family members and health-care 
professionals, review the region's most sensitive treatment issues. A dedicated group of parents, who 
are part of a committee, help manage the region's respite program. 

The region has actively sought to enrich its human resources and those of private agencies through 
the development of training and academic programs at several local universities and colleges. Its 
internal training and service staff have provided training to 334 new employees of the region and 
private agencies for than 20,000 hours. Over 100 persons in the region attended workshops and 
seminars. The region encourages students from local universities and colleges to participate as 
volunteers, interns and work study students. 

The region currently uses: 

• 49 licensed community training homes to provide permanent and respite services to 77 persons. 

• 34 supported community living arrangements to serve 72 persons. 

• 6 department group homes to serve 40 persons. 

• 95 private group homes to serve 497 persons. 

•18 private-sector supported living service sites to assist 22 persons. 

Within the Day Services Division, a total of 125 children received services; 11 in classroom 
programs 68 in early intervention home services; and 45 in early intervention classroom programs 
within 7 integrated community day care sites. 

Eighty-one adults were enrolled in vocational programs operated by the region in June 1990. 
During the last fiscal year, private agencies funded with the Community Work Services Program 
provided day programs to 503 consumers. At present, the following programs have contracted adult 
day programs with private agencies: Adult Day Treatment - 90 people; Community Experience 
Program - 57 people; Opportunities for Older Adults - 81 people and Supported Employment - 210 

The region owns or leases facilities and offices in various municipalities for the purpose of 
providing or coordinating its wide range of services. 

Major accomplishments of the region included: 

• Entering of client data into the department's new data system. 

• Continuing advances in staff development and training. 

• Continuing in-house training in areas of medication administration, CPR, and Acquired Immune 
Deficiency Syndrome awareness. 

• Improving the recruitment, training and support of the community training home network. 

• Educating the communities through programs of public relations, speakers bureau and the 
employee newsletter. 

The region achieved all of its day program placement goals; initiated formal plans to provide 
community integrated services within adult programs; initiated regional participation in the CASEY 
Foundation Project; initiated a formal program for employee recognition and conducted the region's 
first exposition whereby the capabilities of the region's service network were shown in 37 displays, 
including several provided by private providers and service vendors. 

New programs in the Residential Services Division included the creation of the Program 
Development, Evaluation and Enhancement Unit and a Program Assistance Services Unit. 

Program DevelopmentEvaluationandEnhancementUnitpersonnel are responsible for development 
efforts within the private sector and the enhancement of quality services for public and private day 
and residential programs, while the Program Assistance Services Unit provides assessment and 
training to public and private day and residential programs in the direct application of applied behavior 

The total regional operating costs for the fiscal year was $26,262,087 of which $16,786,191 were 
personnel costs. 


Major goals for the coming year include: 

• Improving inventory control. 

• Meeting day -program and residential placement targets. 

• Maintaining federal certification. 

• Increasing enrollment in the Medicaid Waiver program. 

• Reducing workers' compensation claims 

• Improving communications in all areas. 

Region 6 

Kathryn duPree, Regional Director 

Region 6 provides services to people with mental retardation in 28 southeastern Connecticut towns. 
While the region operates a number of services, it also contracts with private providers for residential, 
day and professional services. 

A total of 1,137 individuals received services during fiscal year 1989-90. There were 112 new 
referrals from throughout the region. In addition, a total of 116 families received respite services 
through a variety of programs including family arranged, community providers, community training 
homes providers and campus programs. 

The region has dramatically increased the number of people living in communities through using 
private-care providers and operating small homes staffedby state employees. Ninety-seven individuals 
moved into more appropriate living arrangements during the past year, including 10 from family 
homes. Over 500 individuals continue to be served in residential programs. 

A total of 862 individuals participated in one of the day services ' programs provided in the region, 
24 of whom began with one of the programs for the first time. Fifty-two infants and toddlers with 
disabilities participated in total day care and nursery programs in various towns with children who do 
not have disabilities. Local businesses have employed individuals with mental retardation or made 
work available to them in 127 work sites throughout the region. Region 6 is committed to a 
community -based network of services. With private providers, it has established a Regional Planning 
Committee intended to be the vehicle for developing collaborative planning efforts. A Family 
Advisory Committee has been established to provide a direct link from families to the region's 
administration and to help guide new program development in the area of family support services. 

Mansfield Training School 

John Parson, Director 

As of June 30, 1990, there were 215 individuals with mental retardation residing at the Mansfield 
Training School. Residential Services focused on integrating clients into federally -certified units as 
vacancies occurred, and closing four certified and two older institutional residences. The 22 federally 
certified units maintained certification, resulting in the federal government reimbursing 48 percent 
of the state's General Fund expense for Mansfield. 

The major focus of resource services this pastyear has been the transition of 42 clients to new homes 
in the cities and towns of Connecticut. The number of people placed is fewer than previous years. The 
placement process has become more involved since there was limited new development for persons 
with complex needs. Many placements involved moving others already in the community to less 
supervised settings, and creating a vacancy for someone from Mansfield. An intensive staff training 
program is psychological and physical management provided 120 staff with 21 hours of learning 
behavior modification techniques. In addition, 51 staff were certified as emergency medical 
technicians. These programs have assisted in making Mansfield a more humane place to live and safer 
place to work. 

In day services, 137 adults were served in the Adult Day Treatment Program, 24 attended 
Opportunities for Older Adults; 29 attended the Work Activity Center, 26 clients were employed on 
work crews, and two were employed in private jobs in the community. Three persons were employed 
in a delivery service for a local business. 

Administrative costs for the year totaled $30,254,462. 

Southbury Training School 

Thomas J. Howley, Director 
Southbury Training School provides a wide range of services and programs to persons with mental 
retardation. As of June 30, 980 individuals resided at the school. The average age of the adults living 
at Southbury was 47, with the majority of residents being within the severe and profound range of 
mental retardation. 


To meet the requirements of a consent decree approved in December 1986, numerous changes in 
organization and programs have been made. Day program opportunities have expanded to include 85 
percent of the people living at Southbury. These include a variety of opportunities such as a restaurant, 
horticulture program, work crews, workshops, specialized programs for senior citizens and work 
activity programs. In cooperation with the department's regions, community-based day programs 
continued for 190 people. 

The Residential Services Division continued its reorganization during the year to refine and 
consolidate a unit system in which all major residential services are managed and coordinated by unit 
directors. Cooperative management/labor initiatives through the Quality of Work Life program 
established a new scheduling system and an employee recognition program for attendance. In 
addition, the school joined with an employee union to form a day care center for employees' 
preschool children. It can accommodate 29 infants and toddlers. Substantial savings in overtime and 
sick leave costs were achieved. In addition, 11 vacant staff homes were developed to provide smaller 
residential alternatives. Each home has one to four individuals and provides opportunities for skill 
development in a more normal setting. 

Resource Services is also undergoing change. In an attempt to provide technical support to the 
newly developed cottage-based training programs and to provide a wider range of offerings to 
Southbury staff members, specialized workshops were offered in staff development. Volunteer 
services is broadening the scope of its activities and responsibilities and information services 
continues to handle the flow of data generated by Southbury staff. Case management staff have been 
trained in computer technology and are maintaining individual reviews on computer. 

A number of major capital projects were initiated or completed during 1989-90. They included 
renovations and environmental enhancements to several residential cottages, installation of an 
emergency standby generator to provide electrical services to the entire facility, reroofing of a number 
of cottages, completion of the project to replace agency steam and condensate lines, installation of 
new fire doors at Roselle School and an asbestos removal project at both the powerhouse and laundry. 
Plans have been approved and put out to bid for major renovations to two cottages which will be 
unique in design as the buildings will be converted to four two-bedroom apartments. Each will 
accommodate four residents and will be accessible to all levels of handicapped. In addition, plans for 
two more cottages have been approved and are awaiting submittal for bids. 



Department of Mental Health 

MICHAEL F. HOG AN, Commissioner 

Deborah J. Carr, Deputy Commissioner 

Wayne F. Dailey, Deputy Commissioner 

Established - 1953 Statutory authority - Sec. 17-207b 

Central office - 90 Washington St., Hartford, Conn. 06106 

Average number of full-time employees - 3,796 

Recurring operating expenses - 1989-90 - $235,541,349 

Capital outlay -$681,690 


Department of Mental Health 

The priority groups for services funded or operated by the department are persons with severe and 
prolonged mental illness; persons at risk of psychiatric hospitalization; and persons who are poor and 
are suffering from a primary psychiatric disorder. 

The Department of Mental Health (DMH) operates nine facilities, including three large hospitals, 
Connecticut Valley in Middletown, Fairfield Hills in Newtown, and Norwich in Norwich; Cedarcrest 
Regional Hospital, a regional inpatient facility in Newington; four community centers, the Capital 
Region MentalHealth Center in Hartford (operated jointly by DMH and the University of Connecticut 
Health Center), the Connecticut Mental Health Center in New Haven (operated jointly by DMH and 
Yale University), the F.S. DuBois Center in Stamford, and the Greater Bridgeport Community Mental 
Health Center in Bridgeport; andWhitingForensic Institute, for mentally ill offenders, in Middletown. 
The department also provides funding to private non-profit agencies to operate community mental 
health services. The services provided through these grants include residential, case management, 
vocational rehabilitation, social rehabilitation, outpatient, crisis resolution, partial hospitalization and 
consultation/education services. 

Five mental health planning regions provide the structural context for administration within the 
department. DMH funds and programs are administered through the regional office located in each 
region, and each regional director is accountable for the development, direction and coordination of 
all mental health programs and services within the region, including supervisory responsibility for all 
DMH-operated facilities. Connecticut's 169 cities and towns are further grouped into 23 catchment 
areas. The regions and areas form geographic building blocks for Connecticut' s mental health service 
system. In addition, these divisions provide a structure for the advisory groups that assist the 
department in planning and resource allocation decisions. Thus, each region has a regional mental 
health board and, within each region, each catchment area has a catchment area council. The regional 
structure is designed to integrate all components of each mental health service area into a single 
regional system of care. 

The Commissioner of MentalHealth is advised by the state Board of MentalHealth, a 20-member 
advisory group, made up of 10 gubernatorial appointees, five regional mental health board chairpersons 
and five regional board appointees. During the 1989-90 fiscal year, the state board chairman was 
Barbara Bresler vice chairman was Jo AnnPeters. Other appointed members were: Mary N.Christine, 
Bruny Germain, Joseph F. Legg, Rev. Donald G. Miller, John Strauss, Fern Verriker and William L. 
Webb, Jr. 

Regional representation included Louis Schulman and Mary Brackett, Region I; Barry Kasdan and 
Claire Phelan, Region II; Curt Beck, and Sheila Amdur, Region III; Barbara Weatherford and Ronald 
Kraatz, Region IV; and Renato Ricciuti and Ann Haig, Region V. At the close of the year, there was 
one vacancy on the board. 

1989-1990 Overview 

This year, the department has emphasized consolidation and refinement of existing services, 
building on work already done and concentrating on selective areas of need. 

Many department efforts focused on the developing managed service systems in each region, to 



coordinate and integrate a comprehensive array of community treatment and support services in a 
fashion that is accessible to clients and responsive to their needs. Although local-managed service 
systems vary with respect to their current stage of development, tangible change is occurring at a rapid 
pace across the state in terms of services provided, accountability, availability of crisis intervention, 
continuous treatment across settings and over time, and client-centered service design. 

Recommendations of the three -year campus planning project, conducted jointly by the Department 
of Mental Health, the Office of Policy and Management, and the Department of Public Works, were 
finalized toward the end of the year. The aim of this project was to formulate an integrated treatment 
philosophy, an architecturally supportive treatment environment, and a plan for the future use of the 
department's inpatient facilities, including the land they occupy. At the core lies a vision of state 
psychiatric hospitals that are smaller but better. 

The movement to provide mental health services in the community for patients who do not need 
a hospital level of care was recently reinforced by the Commission to Study the Management of State 
Government, which recommended a number of initiatives to achieve cost savings for the state, 
including the expansion of community care for patients who are now maintained in state hospitals. 

In January 1990, a new medication, clozapine, with significant clinical potential in the treatment 
of individuals with schizophrenia, was approved for useby the federal Food andDrug Administration. 
Clinical and administrative staff collaborated in planning for a pilotproject to introduce this new drug 
into the mental health system, while addressing the complex issues that arise in connection with the 
selection process, the trial period, and the integration of the medication with other facets of the client's 

In the 1989-90 fiscal year, there was a tremendous growth of the mental health self-help movement 
in Connecticut. The department worked collaboratively with special interest groups to help with 
planning, organization and training. Through competitive grant processes, state mental health funds 
were awarded to several self-help groups. Additionally, an increasing number of these people are 
being employed in the mental health work force. 

DMH operates established accredited residency training programs at Norwich Hospital (affiliated 
with the University of Connecticut) and Connecticut Valley Hospital (affiliated with Yale Univer- 
sity). This year, the department appointed a psychiatrist as Chief of Professional Education in central 
office. This new position helps to identify and start clinical staff development activities connected 
with the emerging new role of inpatient settings. 

Also this year, the department identified a project coordinator at each state-operated facility to 
implement a comprehensive Acquired Immune Deficiency Syndrome prevention program for the 
workplace. Over 50 training sessions were held for more than 600 DMH staff. 

The department's emerging research focus has become well-established during the 1989-90 fiscal 
year, with the receipt of two major research grants from the National Institute of Mental Health. 

During the year, DMH staff at both state and regional levels worked closely with a number of other 
state and local agencies on issues of mutual concern, including the departments of Aging, Children 
and Youth Services, Drug and Alcohol Abuse, Education, Housing, Human Resources, Income 
Maintenance, Labor, Mental Retardation, and Protection and Advocacy. 

Administrative Services 

The Administrative Services Division provides support and management services to the DMH 
regional service delivery systems, including the department-operated facilities, and coordinates 
administrative and business functions for the department as a whole. 

Fiscal Services 

The Fiscal Services section is responsible for ensuring that sound financial management practices 
are followed in the operation of all DMH services. Specific activities include: budget preparation, 
expense monitoring and revenue generation in conjunction with the Bureau of Collection Services of 
the Department of Administrative Services. The DMH General Fund appropriation for the 1989-90 
fiscal year totaled $236,699,494. In addition, the Office of Policy and Management allocated 
$1,933,143 to the department from its salary adjustment accounts to fund contract provisions 
negotiated under collective bargaining and objective job evaluation awards not included in the 
department's appropriation. Estimated expenses were $235,541,349, including $50,050,789 in 
grants to community-based non-profit mental health providers. 

Department-operated programs generated an estimated $41,500,000 in revenues for collection by 
the Bureau of Collection Services. These revenues include third-party reimbursement from 
Medicare, Medicaid and private insurance. 


Program Management Services 

The Program Management Services section is responsible for coordinating the department's 
system of purchasing mental health services at the community, regional and facility level. During the 
1989-90 fiscal year, the section reviewed 129 grant applications and analyzed 145 audits of grantee 
agencies submitted by the department's five regional offices. In addition, 415 contracts for 
professional services were processed. 

Human Resources Management 

The Human Resources Management System is responsible for the administration and coordination 
of personnel and labor relations activities within the Office of the Commissioner and the facilities. 
Labor relations activities during the 1989-90 fiscal year included contract negotiations with the 
Professional and Paraprofessional Health Care, the Administrative and Residual, and the Protective 
Services bargaining units. The department experienced a slight decrease in formal employee 
grievances or other hearings. 

Major personnel initiatives during the year included: 

• Using an automated Human Resources Management System and a Time and Attendance System 
at all facilities (with the exception of the F. S. DuBois Center whose target date was September 30, 

• Increasing recruitment activities necessitated by the department's loss of more than 250 
experienced employees due to early retirement incentives. 

• Adding more in-service training to improve the effectiveness and efficiency of DMH managers. 

• Revamping the Psychiatric Social Worker series. 

Safety and Security 

The Safety and Security section manages the department's safety and public safety programs at its 
facilities. Specific activities include: patient and staff safety programs, supervision of the workers' 
compensation program and technical supervision of seven police lieutenants who provide police and 
public safety services at DMH facilities. 

During the year, considerable time was spent to develop and start safety programs and initiatives 
described in the department's safety management program and plan, published in April 1989. A 
statewide safety steering committee was created which provides guidance and oversight for all safety 
related activities. 

A second major activity involved developing of a more comprehensive departmentwide approach 
to the handling of workers' compensation claims. The department realized a reduction in workers' 
compensation costs from $8.2 million in the 1988-89 fiscal year to $7.7 million in the 1989-90 fiscal 

Facilities Management and Engineering Services 

This section is concerned with maintaining and improving the environmental quality and physical 
safety of DMH facilities. Approximately 71 capital projects with a value of almost $6 million were 
initiated during the year. These projects are designed to enhance the physical plant and safety. 
Several projects from prior years are in the design phase or under construction such as fire safety and 
environmental improvements, roof and building repairs and various exterior renovations. Several 
asbestos removal projects have been completed and others are underway. 

Management Information Services 

The Management Information Services section coordinates and provides office automation and 
information system services to the Office of the commissioner and the department's constituent units. 
Significant developments occurred regarding the department's existing patient information system 
vendor, resulting in a major effort to develop and start a new fully integrated Management Information 
System. This multiyear effort has proceeded with the issuance of a request for proposal and the 
selection of a new vendor. The new system will help the department to better use information and 
improve the cost-effectiveness of services. 

Affirmative Action 

The Department of Mental Health committed and active in the area of affirmative action. It 
received a full approval of plans that were submitted to the state Commission on Human Rights and 
Opportunities. All department plans have achieved annual filing status. 

The department's affirmative action plan is effective at various levels, with a focus on multicultural 


issues and employment practices. 

The Affirmative Action Division also administers the Department of Mental Health's merit 
promotion program. The program is carefully monitored to insure that protected class persons are 
appropriately represented in this process. 

Patients' Rights 

The department's Patients' Rights Division continues to provide advocacy services to patients in 
state mental health facilities. In addition to providing advocacy services to patients, the division 
provides information, consultation, program materials, and other advocacy services to the facilities 
and the general public. The program is widely used by patients, families and others. 

The chief of Affirmative Action and Patients' Rights, a patient advocate for the department, has 
unlimited access to all patients and mental health facilities and reports only to the commissioner. 
Patients have direct access to the patient advocate. 

Planning and Policy Analysis 

The Division of Planning and Policy Analysis encompasses planning, research, evaluation, 
program development, policy analysis, legislation, communications and public relations, nursing 
services, community support services, human resource planning and development, and quality 

The division collaborates with the divisions of Administrative and Clinical Services, the regional 
directors and the regional mental health boards to monitor efforts to maintain efficient, cost-effective 
mental health services. The division directs the five regions through a series of planning and program 
budgeting guidelines. 

Nursing Services 

During 1989-90, Nursing Services continued to focus on improving the quality of nursing care for 
patients and clients. Facility nursing personnel are actively engaged in the multidisciplinary team 
process to prepare patients for community placement, in accordance with the policy direction of the 
department to achieve a balanced system of care that will enable clients to remain in the least 
restrictive environment. Nursing staff members often serve as admission screeners and are involved 
in crisis services, day hospital, and case management programs. Nurses also serve on regional task 
forces, catchment area councils and regional mental health boards. 

Support was provided for continuing education programs, workshops and conferences. The fifth 
annual DMH nursing conference had 240 participants including approximately 50 community nurses. 
This year the conference featured a nationally known nursing leader as keynote speaker and had 
several concurrent sessions focusing on clinical practice issues. Two further workshops were offered 
on nursing process and standards and on marketing strategies. 

During the past year, the Health Care Financing Administration (HCFA) surveyed Connecticut 
Valley Hospi tal, CedarcrestRegionalHospital, Connecticut Mental Health Center, Norwich Hospital, 
Greater Bridgeport Community Mental Health Center and Fairfield Hills Hospital. The Joint 
Commission on Accreditation of Health Care Organizations (JCAHO) conducted surveys at Greater 
Bridgeport Community Mental Health Center and CedarcrestRegionalHospital, and an initial survey 
at Whiting Forensic Institute. The chief nurse and assistant chief nurse provided technical assistance 
for these surveys. 

Nursing Services also focused on AIDS training, recruitment and retention of nurses, development 
and revision of clinical policies and procedural work with the Governing Body, which is composed 
of top-level DMH officials. 

Planning and Program Development 

Planning and program development initiatives resulted in substantial mental-health system 
development in a number of areas of the state during the 1989-90 fiscal year. Through its grant from 
the Robert Wood Johnson Foundation, the department continued its efforts to develop Assertive 
Community Treatment Service programs for people with serious mental illness who use a high 
percentage of current services and require frequent hospitalizations. The project focuses on the 
development of assertive mobile outreach teams through the integration of hospital and community 
resources. An important objective of this demonstration project is to provide added momentum for 
developing comprehensive, integrated and coordinated service systems in each of the state's mental 
health service areas. 

Development of three new comprehensive crisis intervention programs continued at an annual 
operating cost of $2.2 million. Fifteen of the state's 23 service delivery areas are now covered by such 


programs developed over the past six years. 

Plans for future system development were prepared in a comprehensive budget proposal as part of 
the department's budget request for the 1990-91 fiscal year. Several initiatives were accepted to be 
developed in the coming year. 

Legislative Annual Report 

The 1990 session of the General Assembly enacted legislation of considerable significance to 
people with mental illness: 

• Public Act 90-76 - An Act Concerning the Duties of the Commissioner of Mental Health - allows 
the commissioner to direct clinical staff at DMH facilities and at DMH-funded crisis intervention 
programs to request disclosure of a patient's record of previous treatment to accomplish the objectives 
of diagnosis or treatment of the patient. This act will enhance patient care by allowing critically 
necessary information related to diagnosis and treatment to be shared between DMH facilities and 
crisis intervention programs funded by the department. Regulations to safeguard patient confiden- 
tiality must be adopted by January 1, 1991. 

• Public Act 90-104 - An Act Concerning Criminal Records of Applicants for Employment of the 
Department of Mental Health - allows DMH to obtain information on the criminal conviction record 
of an applicant for a paid department position that involves direct contact with persons with mental 
illness. This act gives the department similar authority to that granted to several other state agencies. 
All information obtained by the DMH must remain confidential and cannot be disclosed to any other 

•Public Act 90-3 16 - An Act Empowering Planned Lifetime Assistance Network of Connecticut, 
Inc., to Exercise Fiduciary Powers - allows the network to become operational and establish a 
charitable trust for the benefit of individuals with disabilities. 

• Public Act 90-134 - An Act Concerning the Recommendations of the Blue Ribbon Commission 
on State Health Insurance - expands access to and availability of health care service and insurance 
coverage to pregnant women and their children, the elderly, persons with disabilities and uninsured 

• Public Act 90-246 - An Act Adopting a Comprehensive Connecticut Fair Housing Statute 
Conforming to the Federal Fair Housing Act - provides that protections granted under federal law are 
now extended to Connecticut citizens with physical or mental disabilities. 

The Legislative Committee of the state Board of Mental Health again played a vital role during the 
session by providing advice and strategies for action. 


The department's public relations and communications activities are designed to promote greater 
public awareness of mental health issues. 

This year, two new brochures describing the services and philosophy of the department were 
published and widely distributed. High public demand for these brochures indicates the widespread 
need for information about mental illness and available services. Audiovisual materials are also being 
prepared for public education and staff recruitment and training. 

The range of printed materials on mental illness which the department makes available to the public 
was expanded and updated, and several new tapes were added to the video library that is a resource 
to the public. 

The department' s major publications, \heStatePlan, the Annual Report, and the Directory of Services, 
were all updated and redesigned this year. A new automated mail program was developed to improve 
the speed and efficiency of distribution. 

Major events included the annual media awards presentation, cosponsored by the Connecticut 
Alliance for the Mentally 111 and the Connecticut Psychiatric Society; the Governor's Day on State 
Services for the Elderly; and the sixth annual Art of the Mental Health Community exhibit, held again 
this year in the Legislative Office Building. 

Community Support Program 

The Community Support Program (CSP) has been awarded a three-year National Institute of 
Mental Health grant totalling $196,100 to promote the development of consumer self-help initiatives 
and to increase the participation of consumers in all aspects of the mental health service delivery 

Through the impetus created by this grant, consumers have organized 20 self-help groups across 
the state, sponsored a statewide conference, developed eight local self-help initiatives and published 


a statewide consumer newsletter. The CSP has continued to provide and coordinate technical 
assistance, training and consultation activities designed to increase awareness regarding the value 
inherent in the consumer perspective. 

In addition the CSP continues to lead in development of Connecticut's block grant funds under the 
StewartB. McKinney Homeless Assistance Act-Community MentalHealth Services to the Homeless 
(MHSH) Block Grant. In the 1989-90 fiscal year, more than SI million in state and federal funds was 
dedicated to programs serving individuals with severe and prolonged mental illness who are also 

The CSP also administered the department' s Community Bond Fund Grant-in-Aid program which 
totalled $3.1 million this year. The purpose of this program is to assist grantee agencies with capital 
projects necessary to meet code requirements and purchase of facilities. 

Psychosocial Rehabilitation Services 

The Psychosocial Rehabilitation Unit focused on three new initiatives this year. The first was the 
design and use of programs to help adults with prolonged mental illness start or continue their higher 
education. The second initiative involved development of a computerized system to analyze the 
outcomes of the employment-oriented work service programs funded by DMH. The third involved 
a reexamination of the nature and role of social rehabilitation as a service type and its relationship to 
vocational programs. All three initiatives are ongoing. 

Human Resource Development Unit 

The Department of Mental Health's Human Resource Development Unit focused on two broad 
areas this year. One was to identify and address staff training and development needs. Training and 
development activities were offered both through respective regional office human resource devel- 
opment coordinators and through the Office of the Commissioner. More than 75 training events were 
offered for approximately 600 staff, on issues ranging from clinical treatment to effective program 

The second area was the continuing implementation of the Human Resource Data System, 
including revision of the manual, formation of a users' group, and further implementation of the 
system in department facilities. 

Training and Staff Development 

The department's training and staff development capacity was significantly enhanced this year by 
the appointment of a psychiatrist as chief of Professional Education, to start new clinical staff 
development activities connected with the emerging new role of inpatient settings. The introduction 
of new training programs and opening the Training Center's programs to staff of grantee agencies 
were other highlights of this year's activities. 

Cardiopulmonary Resuscitation (CPR) and Back Power were new programs offered to agency 
staff. In April, computer literacy programs and CPR Course A were opened to staff of DMH grantee 
agencies. Training and staff development activities also included the state examination process 
workshop. A total of 107 events provided training to 431 agency and 61 community staff. 

The Training Center hosted 143 other conference, training and meeting events for DMH. Space 
was provided for 15 educational and meeting events sponsored by the departments of Administrative 
Services, Children and Youth Services and Labor, and the Connecticut Alcohol and Drug Abuse 

Continuous activities at the Training Center include administering the management planning and 
appraisal program, career mobility, P-l workshop, in-service training, management development 
courses and tuition reimbursement. 

Quality Assurance 

Quality assurance aims to ensure that DMH services improve the quality of clients' lives and that 
these positive impacts are achieved in a cost-effective manner. A white paper on quality assurance 
that specif ed the department's guidelines for monitoring the quality of services and the effect of 
services on clients' lives was widely circulated to solicit comments from clients, family members, 
providers, administrators, and advisory board members. 

The department continued statewide quality assurance activities as part of planning for managed 
service systems. Regional quality assurance directors played a key role. Studies are underway that 
include client interviews to assess the quality of clients ' lives on dimensions such as health, housing, 
employment, and social relationships. The Quality Assurance Committee addresses statewide 
concerns such as the creation of draft performance expectations for community programs. 



Through its increasing commitment to research activities, DMH helps to find better ways to serve 
persons with prolonged mental illness. The department funds research at the Abraham Ribicoff 
Research Facilities and the Center for Studies of Prolonged Psychiatric Disorders at the Connecticut 
Mental Health Center, an agency funded and operated jointly with Yale University. These research 
activities have led to major discoveries of hew treatments for various forms of mental illness and 
several investigators have received national and international awards for their research. 

The department's own emerging research focus is also evidenced by receipt of two major research 
grants from the National Institute of Mental Health to examine two major styles of service delivery 
for persons with severe and persistent mental disorders. The objective of the research is to determine 
which style (assertive community treatment or discrete, specialized services linked together via case 
managers) is most effective with respect to maintaining community adjustment, enhancing the quality 
of clients' lives, minimizing family burden, and minimizing cost. The research is linked with the 
ACTS demonstration project initially funded by the Robert Wood Johnson Foundation. 

Treatment Services 

The Department of Mental Health has been collaborating with the state Medicaid agency, the 
Department of Income Maintenance (DIM), in monitoring the movement of psychiatric patients in 
and out of nursing homes. The Treatment Services Section has provided monthly reports to DIM 
about the movement of clients from DMH facilities into nursing homes, and has followed up with the 
facilities on specific referrals, to assure the appropriateness of nursing home placement. 

The Clinical Systems Analysis Unit now has a permanent full-time staff of five, and eight part-time 
contract staff. This year, the unit undertook two major tasks. The first and largest was the completion 
of the first round of preadmission screenings and annual resident reviews as required. 

The federal Nursing Home Reform Act requires states to do preadmission screening of psychiatric 
referrals to Medicaid nursing homes and to review psychiatric patients already in nursing homes, to 
determine clients' need for nursing facility services and active psychiatric treatment. Clients 
determined not to need nursing facility services are being denied admission, or discharged if already 
in residence. Those determined to need active treatment must have such treatment arranged for them 
by the state mental health authority. 

The unit screened 355 cases and 1,812 cases of current nursing home residents. While these 
screenings were conducted without final federal regulations, the results showed only small percentages 
of persons who required intensive psychiatric treatment or who did not actually need some level of 
nursing home care. Thus the number of people denied admission or continued stay was quite small 
for the first year. 

The second activity involved analysis of the Medicaid Targeted Case Management Option, which 
represents a possible source of additional federal revenue for the provision of DMH-funded case 
management. The unit has been analyzing the affect such an option would have on the department 
in terms of administrative burden and program control. 

Middletown Health Care Center. This 180-bed rest home with nursing supervision, under contract 
to DMH, is the department's only extended care program. Its beds are reserved for clients coming 
directly from DMH facilities, who are aged between 22 and 65, with a primary diagnosis of a 
psychiatric disorder. It offers 24-hour supervision and serves the entire state. 

The center has responded to the department's request for a proposal by redefining its role in the 
DMH regional service systems. That proposal has been reviewed by each region. Negotiations are 
underway leading to a Letter of Agreement to define the facility's role. 

Region I 

Jessica Wolf, Regional Director 

Region I consists of 14 cities and towns in southwestern Connecticut, grouped in four catchment 
areas for service planning and delivery. Its 1989 estimated total population was 650,550. An 
estimated 4,879 residents were seriously mentally ill. Bridgeport, the state's largest city, is one of the 

The regional office is responsible for the F.S. DuBois Center in Stamford and the Greater 
Bridgeport Community Mental Health Center (GBCMHC). Seventy-two programs in 26 community 
agencies were funded through the regional office, including $7,866,022 in community grants funds, 
$430,009 in federal Alcohol, Drug and Mental Health Services (ADMS) and $81,204 in McKinney 
Homeless Act (MHSH) block grant funds. Fairfield Hills Hospital (FHH) in Region V serves Region 


I; over half FHH's patients are Region I residents. The regional office works with community 
providers and the hospital to coordinate services to Region I residents. 

The coordinated service system in catchment areas 3 and 4 undertook treatment planning for 55 
clients. Major policy issues considered included client grievance procedures, proposed revisions of 
family-care home regulations, interface between clinical and residential providers, and obtaining 
consumer feedback and input. GBCMHC reorganized its inpatient services to provide a more flexible 
continuum of care. 

In catchment areas 1 and 2, the Southwest Regional Mental Health Board, the regional office and 
area providers have developed a proposed coordinated service system model, including coordinated 
intake, scheduled for discussion at communitywide meetings in September 1990. 

Two supported education programs, in Stamford and Bridgeport, were successfully initiated. 

The regional board continued its planning, evaluation, and advocacy activities, devoting 1,785 
volunteer hours, undertaking 10 reviews, and continuing to add primary consumers of mental health 
services and family members to catchment area council and regional board membership. 

The Region I Consumer Council was initiated and was awarded federal funds for educational 
activities. Together with the regional office, members of Alliance for the Mentally 111 chapters 
cosponsored workshops for families and professionals on common concerns. 

Quality assurance activities included evaluation of the GBCMHC Community Treatment Team/ 
Mental Health Association Alternatives program, development of a regional quality assurance plan, 
analysis of inpatient utilization, consultation with community providers, and analysis of "heavy 
users" of services. 

Human resource development activities included workshops on clinical case management, 
working with people who are homeless and mentally ill, and consumer case management programs. 
Planning is underway together with the University of Bridgeport and Norwalk Community College 
to offer courses during 1990-91 about serious mental illness. 

F.S. DuBois Center 

The F.S. DuBois Center provides community psychiatric and support services to psychiatrically 
disabled adults from the greater Greenwich/Stamford/Norwalk areas. Services offered include crisis 
intervention, partial hospitalization, outpatient, consultation and referral, case management, work 
services, psychosocial rehabilitation and a liaison program with Fairfield Hills Hospital. During the 
1989-90 fiscal year, 959 individuals used one or more of the center's services. On June 30, 1990, the 
center's active caseload in all programs was 330. 

The center's resources expanded significantly in recent years, and it is a key participant in the 
development of a managed service system in catchment areas 1 and 2. A comprehensive reorganization 
resulted in a division structure, which includes an administrative division, acute services, continuing 
services, and community services/quality assurance. The four divisional associate directors and the 
personnel director comprise the Executive Team. 

Major program changes were adopted to foster access, continuity of care, and individualized 
treatment. The Community Crisis Intervention and partial hospitalization programs were linked; the 
Continuing Treatment Unit was created by combining preexisting case management, vocational 
rehabilitation, psychosocial rehabilitation and outpatient services; and the Central Intake Unit was 
established to ensure timely assessment and non-crisis admissions. As part of the development of a 
managed service system, the center will assume a key role in implementing a Coordinated Intake 
Team for areas 1 and 2. 

This year, ADMS block grant funding was received to establish an assertive outreach program for 
20 clients who have not benefited from traditional treatment. The Mobile Outreach Support 
Treatment Team, a joint endeavor with Family and Children's Services, Inc., received aDMHgrant 
to provide similar services to area 1 clients. 

Greater Bridgeport Community Mental Health Center 

The center comprises three major divisions: 

In the Community Services Division, the Mobile Crisis Team continued refining its prescreening 
activities; the Community Treatment Team increased its census by over 20 percent to 91; and 
Homeless Outreach Team clinical hours increased from 18 to 63 per week. The division improved 
articulation with the Coordinated Service System by establishing direct relationships with other 
service providers. The division served an average of 422 clients per month in the Mobile Crisis Team, 
Intake, Brief Treatment, Homeless Outreach and the Respite Program. Nursing staff from the division 
presented papers at two conferences. 

The Outpatient Services Division remains a cornerstone of the Coordinated Service System, which 


coordinated treatment planning this year for over 120 individuals who have not benefited from 
traditional resources. Service recording is being refined for a full program evaluation which, together 
with identification of clients' specific treatment needs, will result in major program reconfiguration. 
The Mentally Ill/Chemical Abuse program broadened the diagnostic range of clients treated and now 
takes referrals directly from Fairfield Hills Hospital and the Transitional Living Center HI, a 
residential program for dually diagnosed clients. The division began adding self-help groups for 
clients. An average of 422 clients per month were served in Outpatient Treatment Teams, the Hispanic 
Team (whose client count is rising significantly), and the Gambling Team. 

The Acute Stabilization Division was reorganized, becoming the Hospitalization and Transitional 
Services Division. The Partial Hospital Program and one 22-bed locked inpatient unit were phased 
out; the remaining inpatient unit was reconfigured into a 22-bed Psychiatric Intensive Care Unit with 
licensed nursing staff; an Acute Day Hospital was developed in conjunction with a 23 -bed 
Transitional Residence Program to provide round the clock programming and supervision to very sick 
individuals; the Substance Abuse Service (22 beds) remained unchanged. The average daily census 
included 16.4 in the Intensive Care Unit; 24 in the Acute Day Hospital; 13 in the Transitional 
Residence Program; and 14 in Substance Abuse Services. The division had 898 admissions. 

During the 1989-90 fiscal year, GBCMHC wasreaccreditedbyHCFAfor one year, and by JCAHO 
for three years. 

Region II 

John H. Simsarian, Regional Director 

Region II consists of 35 towns of southcentral Connecticut with a population of approximately 
787,190 in 1989. Statistically, approximately 5,904 persons have serious mental illness. The region 
comprises six catchment areas for purposes of service planning and delivery. The regional director 
has supervisory responsibility fortwo state facilities serving the region: Connecticut Valley Hospital 
in Middletown and the Connecticut Mental Health Center in New Haven. 

This year, the regional office provided fiscal and programmatic management of 90 grant- funded 
programs at 26 community -based agencies throughout the region. A total of $11,534,214 in state 
community-grant funds and $572,034 in federal ADMS block grant funds were administered to these 
programs for the provision of community-based mental health services. The region also received 
$68,494 in federal funding for mental health services to the homeless. 

This year, regional office activities focused on further development of managed systems of care in 
the region's six catchment areas. A key development has been the designation of a lead coordinating 
agency for each catchment area to plan for services and enhance the integration of services, including 
linkage with Connecticut Valley Hospital. 

In the 1989-90 fiscal year, residential and crisis stabilization services were expanded and an 
Assertive Community Treatment Service supported by the Robert Wood Johnson Foundation began 
operation. The region continued a study of the delivery of case management services which focuses 
on evaluating the quality of life of clients. 

Expanded regional quality assurance efforts increased the ability to monitor service delivery, and 
provided valuable information about the quality of care being provided. Human resource development 
was advanced through assessment of current training activities, determination of training needs, 
development of plans to address those needs and holding of training events, including conferences on 
case management, consumer empowerment and dually diagnosed clients. 

The regional office continued to collaborate with the citizen advisory structure in planning and 
service monitoring including the review and evaluation of 10 granted-funded agencies and one 
facility. The South Central Regional Mental Health Board used 85 volunteers who donated over 2,400 
hours, and through a federal planning grant increased the involvement of primary consumers in its 
planning process. Five of the six catchment area councils in the region have primary consumer 
members. The regional office continued collaborative activities with both local and statewide 
chapters of the Alliance for the Mentally 111. 

Connecticut Mental Health Center 

As lead agency for the managed service system for Catchment Area 7, the Connecticut Mental 
Health Center (CMHC) took major strides in creating, organizing and strengthening structures to 
manage this system: a new director of the managed service system was recruited; an Executive 
Committee, a locus of decision-making for the area's 15 agencies, was formed; agency director 
meetings are now convened monthly; and a fiscal review of community grants has already proven 


The evolution of structures within the Center has eased intra-Center linkages and referrals. The 
Entry Crisis Service, which handles 2,700 face-to-face assessments and 4,000 phone contacts, was 
organized to improve patient access to treatment and provide a more expeditious crisis response. The 
service operates a Mobile Outreach Unit that assists in obtaining treatment for patients who find it 
difficult to access care. 

Clinical profiles continue to indicate that the Day Hospital and the Outpatient Division are treating 
an increased number of patients who are acutely symptomatic. Both the Inpatient Division and theDay 
Hospital are seeing a more patients with both substance abuse and another psychiatric disorder. 

Because of the increase in substance abuse and AIDS within society and pervasive poverty, many 
CMHC patients may be considered at high-risk. The Center's Substance Abuse Treatment Unit, the 
Inpatient Division and the Ribicoff Research facilities began collaborating on the newly formed 
Treatment Research Unit, to explore the problems of clients who are substance abusers. 

The Consultation Center and the Center for the Study of Prolonged Psychiatric Disorder continued 
seminars and consultations for service providers for at-risk populations. 

The center took initiatives to devote resources to the community for the development of creative 
solutions to the problems of New Haven. Center-sponsored conferences on case management, 
managed systems of care and medication compliance brought together mental health professionals, 
primary consumers and family members to problem-solve on difficult issues. 

The center was recertified by HCFA. 

Connecticut Valley Hospital 

Connecticut Valley Hospital (CVH) is a 477-bed facility of the Department of Mental Health, 
serving Region II of the State of Connecticut. During the 1989-90 fiscal year the average daily census 
was 443 patients, with a total of 347 patients admitted to the hospital during the year and 362 
discharged. The hospital, which represents the most intensive treatment option for clients within 
Region II, has shown a steady decline in average daily census (including a decline of 33 patients this 
year), as community psychiatric and support programs have been established over the past decade. 

River Valley Services (RVS), a community mental health program operated by CVH for clients 
living in Catchment Area 10, opened the new Middlesex Program for Assertive Community 
Treatment (M-PACT) this year with financial support from the Robert Wood Johnson Foundation. 
During the year, the Mobile Crisis Team served over 600 clients and the ongoing care units (M-PACT, 
Case Management Program and Outpatient Clinic) served over 300 individuals. The hospital has 
taken actions to maintain and improve both security and the quality of treatment. Attention was also 
directed to the impact of stigma on persons with mental illness in an effort to improve the public's 
understanding of mental illness. 

CVH is developing a strategic plan that projects a reduction of inpatient beds, as long-term patients 
move into community -based treatment. This will allow for facility consolidation and improvements 
in the therapeutic environment over the next 18 months. 

The hospital continues to be fully accredited by JCAHO and was recertified by HCFA. 

Region III 

Virginia P. Bainbridge, Regional Director 

Region HI is comprised of 41 towns in eastern Connecticut. The region is divided into four 
catchment areas. An estimated 3,040 individuals in the region are severely mentally ill, 0.75 percent 
of the total population of 405,330. On an average day in June 1990, 214 individuals were inpatients 
in a state hospital and a further 220 were living in DMH- funded residential programs. Others were 
living independently or with family, supported by programs such as case management, outpatient 
clinics and psychosocial rehabilitation centers, and by family members and peer support groups. The 
regional director has supervisory responsibility for Norwich Hospital, which provides inpatient 
services for clients from the region. Community -based services were provided by 13 not-for-profit 
agencies in the 1989-90 fiscal year, through 55 grant-funded programs. Public support for these 
programs came from the state GeneralFund - $7,209,177 in community grants funding and $1,054,326 
in vocational services funding - and federal funds of $507,596 in ADMS block grant funds, $52,732 
in MHSH block grant funds, $138,202 in NIMH Community Services Research funds and $16,200 in 
planning grant funds. 

New programs this year included a transitional living program on Norwich Hospital grounds 
(EXCEL) and an Assertive Community Treatment program supported with NIMH and Community 
Grant funds (First ACT) to serve 50 individuals with a history of heavy service use. 

During the 1989-90 fiscal year, emphasis was placed on managing existing resources on behalf of 


individuals with high levels of need. Community-based prescreening helped reduce reliance on 
inpatient care; two hospital wards were closed. Weekly review and comprehensive service planning 
for individual clients improved the service system response to high-need clients. 

The regional board hired a new executive director during the year. Nine programs were evaluated 
and 57 volunteers, including six family members and two primary consumers, provided 1,455 hours 
of service to the citizen advisory structure. A primary consumer was hired by the regional board with 
federal planning funds to increase primary consumer involvement in all aspects of the service system. 

There was a significant increase in the membership and influence of the Connecticut Alliance for 
the Mentally 111 and the Connecticut Self Advocates for Mental Health in Region III this year. 
Representatives of these groups actively participated in catchment area councils and the Eastern 
Regional Mental Health Board; managed service system planning and problem-solving committees; 
and the Regional Management Team. Approximately 10 primary consumers were hired as staff 
members by five separate mental health programs in the region. 

Human resource development initiatives this year resulted in 233 hours of training to 1,657 
individuals. The region sponsored three consumer forums attended by 250 primary consumers; a 
"Partners in Recovery" workshop attended by 120 consumers, family members and professionals; and 
provided 12 training scholarships for primary consumers. 

Norwich Hospital 

Norwich Hospital provides inpatient services for adults from Region III with acute mental illness 
and for adults and elderly people from regions III and IV with prolonged mental illness. While 
admissions dropped to 400, discharges numbered 442. A significant drop in readmissions - over 30- 
percent down from the previous year - was attributed to increased community outreach and crisis 
efforts in which the hospital participated, as well as utilization of expanded community -based case 
management and residential placement services. The hospital's educational resources supported 
these endeavors by providing joint training and education programs for community caregivers and 
hospital personnel. One ward was closed, and another reorganized as a preplacement unit for Region 
IV patients. An area in the Geriatric and Special Services Division was renovated as a special unit 
for patients approaching 65, to facilitate appropriate community placements. 

Between July and October 1989, 97 long-term employees opted for an early retirement program 
offered to state personnel; the reduction in admissions and consolidation of services permitted the 
hospital to weather that potential crisis. Some essential positions were refilled, and the work force 
numbered 942 at the end of the year, compared with 1,014 the previous year. 

Workers' compensation was aggressively addressed in several ways. Light-duty assignments 
enabled a number of employees to return to work. Specialized training for staff in the avoidance of 
injury and a new safety awareness program contributed to a significant reduction in injuries. Total 
compensation cases were reduced by 27 percent and long-term cases by 52 percent, translating to a 
gain in productive man-hours of 1,875 and a corresponding saving in overtime costs. 

More patients were introduced gradually to work and home environments prior to actual placement. 
A substantial contribution by the hospital auxiliary facilitated the purchase of a new van to carry 
patients between the hospital and community programs. 

JCAHO continued the hospital's full three -year accreditation. Recertification by HCFA was also 

Region IV 

Jane A. Higgins, Regional Director 

The Department of Mental Health, Region IV, encompasses 3 8 towns in northcentral Connecticut 
and has an estimated 1989 population of 971,810. It is estimated that approximately 7,289 residents 
of Region IV have severe mental illness. The region comprises six catchment areas for service 
planning and delivery. 

The Region IV office is responsible for the operation of Cedarcrest Regional Hospital, the 
Hartford Crisis Intervention Center, the Region IV Case Management Program and, jointly with the 
University of Connecticut, the Capital Region Mental Health Center in Hartford. The regional office 
also maintains contracts and monitors the services of 33 community-based agencies, operating 86 
programs. In the 1989-90 fiscal year, community grant expenses in the region were $11,810,012. An 
additional $597,979 in ADMS block grant funding and $80,850 in MHSH block grant funding 
supported programs in the region. 

During the year, managed service system planning and development activities were underway 
throughout the region. In catchment areas 15 and 16 and 19, the development of a crisis intervention 
center this year provided the impetus for managed service system planning activity. 


The regional director, providers, consumers, family members and key department managers during 
the year formed the Hartford Mental Health Task Force to develop a managed service system plan 
of action for Catchment Area 23. This task force defined the role and authority of Capital Region 
Mental Health Center in managing services in Hartford and delineated the principles for continued 
development of managed care in area 23. 

The North Central Regional Mental Health Board, in cooperation with the Region IV office, 
reviewed 24 DMH-funded programs in int he year, providing 9,600 hours of volunteer time. Over 
80 primary consumers and family members participated in site visits and program reviews. 

The regional office conducted an assessment of the region's human resource development needs. 
The information gained, including input from consumers, family members and providers, was used 
to formulate the region's human resource development plan. Five educational programs for family 
members were conducted in Region IV and a three-part educational program on stigma, which was 
geared primarily for consumers. The regional office has helped facilitate the establishment of three 
consumer self-help groups. 

Cedarcrest Regional Hospital 

Cedarcrest Regional Hospital is a 107-bed acute and intermediate care psychiatric hospital located 
in Newington, serving the citizens of northcentral Connecticut. This year Cedarcrest admitted 692 
patients and discharged 711 patients. The average length of stay was 44 days, down three days from 
last year, with a median length of stay of 31 days. With the development of two new crisis centers 
this year, Cedarcrest now has three community crisis centers serving as single points of entry for four 
of the region's six catchment areas. 

Cedarcrest was recertified by HCFA, and accredited for three years by JCAHO. 

Two additional psychiatrists were hired this year. Their community treatment philosophy helped 
reduce the average length of stay of patients from catchment areas 23 and 19, resulting in a lower daily 
census and more quality care for patients. 

Cedarcrest's Nursing Department accomplished several notable achievements. Two directors of 
nursing presented professional papers - now being published - to the First Annual Psychosocial 
Conference for Public Sector Psychiatric Nursing in Seattle, Washington. Nursing staff also 
presented a paper on Cedarcrest's discharge planning system at the department's annual nursing 
conference. The hospital's patient acuity classification system was noted as outstanding by the 
JCAHO Nurse Surveyor. 

Cedarcrest received two professional training grants for educational and dual diagnosis programming. 
A 10-month training program for selected staff in the treatment of mentally ill chemical abusers was 
started. Six staff members became certified as instructors in Physical Management Training (PMT) 
and training of all direct service staff in PMT has been initiated. 

The physical plant has undergone removal of asbestos on its ground floor. Three wards were 
restructured to accommodate coed living. All six wards were converted to the unit-dose system of 
medication dispensing, which has helped reduce medication errors. 

Capital Region Mental Health Center 

Capital Region Mental Health Center provides mental health services, including comprehensive 
assessment and treatment planning; a highly structured acute day treatment program; a community 
day treatment program focused on rehabilitation and pre-employment activities; a specialized 
program for monolingual Hispanic clients; a hearing-impaired program; case management; assertive 
outreach; rehabilitation, including a skills training and supported employment program; medication 
monitoring; and individual, group and family therapies. 

This year, the center admitted 192 new clients, served a total of 1,031 clients and provided 23,474 
units of service. In December 1989, the center established a structured day program designed to 
motivate clients toward work and to address substance abuse in an educational forum. The number 
of clients employed by the Center increased from 15 in the 1988-89 fiscal year to 30 in the 1989-90 
fiscal year. There was also a 24-percent increase in job placements during the 1989-90 fiscal year, 
resulting in 73 clients working in supported employment 

In April 1990 a Consumer Advisory Committee was formed, consisting of volunteers receiving 
center services, to advise the director, particularly on service delivery and future program directions. 
During the 1989-90 fiscal year, the center focused its services on people with major mental illness and 
residents of the City of Hartford. These modifications markedly reduced the number of clients that 
terminate with the center and increased the center's effectiveness in forming and maintaining 
connections with clients both to prevent crises and to intervene earlier in support of clients and their 
continued community life. 


Hartford Crisis Intervention Center 

The Hartford Crisis Intervention Center, which is closely affiliated with the Capital Region Mental 
Health Center, provides community-oriented emergency psychiatric services to DMH clients who 
live in Hartford. The center comprises a mobile crisis team, crisis beds and respite beds. All of the 
center's programs are short term and aim to provide crisis services to clients in the least restrictive 
environment, with the most rapid possible return to community living. Virtually all of the center's 
clients return to the community. 

In the 1989-90 fiscal year, the center had over 4,000 contacts with clients. The mobile crisis team 
reduced referrals to the state hospital by over 25 percent. During the year, 246 clients were admitted 
to crisis beds, with an average length of stay of 7.1 days. There were also 116 admissions to respite 
beds, where the length of stay was 9.2 days. All but 16 clients were discharged back to the community. 
Also used this year were brief stays - four to six hours - on the crisis unit for clients who needed focused 
treatment, but did not need admission. Clients received a psychiatric evaluation, medication or 
counselling and then returned home. Clients used this service approximately 730 times during the 

The center was evaluated by the North Central Regional Mental Health Board, and received very 
positive feedback. Staff participated in the Hartford Mental Health Task Force, the Regional 
Financial Management Committee, and in interagency quality assurance boards. Senior clinical 
personnel continued to develop a close working relationship with Capital Region Mental Health 
Center and other agencies, to further the goal of providing high-quality crisis services in Hartford. 

Region V 

Peter J. Johnson, Regional Director 

Region V consists of 41 cities and towns in northwest Connecticut and is divided into three 
catchment areas for purposes of service planning and provision. The region's estimated population 
in 1989 was 551,420, with 4,135 individuals estimated to have severe mental illness. The Region V 
office has supervisory responsibility for Fairfield Hills Hospital located in Newtown and administers 
$9,219,997 in state funds and $365,473 in federal block grant funds to 23 community -based, not-for- 
profit agencies, supporting 72 distinct programs. 

The regional office has played an active role in ensuring that community services are tailored to 
the needs of clients and has arranged with administrators in inpatient and outpatient settings to link 
together in serving persons with severe mental illness. This year, managed-service system task forces 
were engaged in each catchment area to analyze strengths and weaknesses of the local service system; 
to integrate Fairfield Hills Hospital more fully into each system; and to determine strategies for 
efficient leadership and service coordination. Planning and development activities, under the 
guidance of a consultant, involved 60 individuals in three different task forces. 

New programs implemented or expanded this year included a responsive service program in 
Danbury, part of a multi-site demonstration project in Connecticut funded by a Robert Wood Johnson 
Foundation grant and a National Institute of Mental Health research grant, to provide assertive 
community treatment services. A pre-admission screening program for rapid psychiatric assessment 
and limited crisis counseling began at Charlotte Hungerford Hospital. Also, the final component of 
the Greater Waterbury crisis intervention service at Grandview Psychiatric Resource Center (Waterbury 
Hospital) was implemented. This program arranges for extended respite in private homes. The 
regional office collaborates with the Northwest Regional Mental Health Board in planning and 
evaluation of mental health services. The board has recently played a special role in offering 
community education and promoting participation by consumers in planning and evaluation, as 
highlighted by an evaluation of patient and staff satisfaction at Fairfield Hills Hospital, conducted by 
the regional board. The evaluation culminated in a report on staff and consumer opinions for planning 
and evaluation. In the 1989-90 fiscal year, members of the citizen advisory system donated 
approximately 1,850 volunteer hours and reviewed 35 DMH-funded programs. The board reviewed 
five bond-fund and two community grant proposals. Efforts to broaden input in the planning process 
resulted in the inclusion of 19 family members and 10 primary consumers in catchment area council 
and board activities. 

Regional quality assurance (QA) and human resource development (HRD) activities became more 
closely linked, so that program deficits detected by QA could lead directly to staff development 
activities. Community agencies and Fairfield Hills Hospital began a systematic reporting process this 
year. An extensive training package involved 742 participants in 24 events. Topics included fiscal 
resource management, enrolling and supporting consumers in higher education, treating the mentally 


ill chemical abuser, and nursing clinical practice. 

Fairfield Hills Hospital 

Fairfield Hills Hospital is a 453-bed facility that provides inpatient services to adults with serious 
mental illness in Western Connecticut (Regions I and V). The hospital provides acute, rehabilitation 
and geriatric care. Specialized services are also provided to a group of mentally retarded patients and 
persons with water intoxification. The average daily census dropped from 483 to 455 this year, 
reflecting movement of mentally retarded persons to mental retardation services and transition of 
some long-term psychiatric patients to community-based services. 

Some wards run community rehabilitation programs that offer long-term patients an opportunity 
to participate in locally-based programs while continuing to live at the hospital. Hospital staff 
members also provide follow-up care to patients in community programs. Enhanced work programs, 
daily activities and social clubs are available at the hospital. 

The Responsive Service Program in Catchment Area 21, a joint venture between hospital and 
community providers, continued to develop new services in the community for patients who have not 
benefited from traditional services. 

Family Information Nights continued to provide opportunities for families and patients to discuss 
with clinical/administrative staff some key policies related to treatment and community planning. 
This year a Connecticut Alliance for the Mentally 111 group was formed for the hospital. Development 
of a recreational park for patients on hospital grounds was started. 

Consumers, families and friends participated in a variety of educational and training activities at 
the hospital. The hospital continued its Patient Empowerment Program, which educates patients and 
staff in issues of patient empowerment. The Fourth Annual Field Day was attended by approximately 
900 patients, families, staff, friends and ex-patients. 

The facility is an active partner in the evolution of managed service systems in Western 
Connecticut. In Catchment Area 20, the hospital has worked to develop a pilot program, with the 
community network, to help manage the area's resources. 

The hospital's census of persons with mental retardation has dropped from 39 to 28 through 
placement of a dozen long-term patients into new community-based programs operated by the 
Department of Mental Retardation (DMR). Ten of the remaining patients now attend DMR programs 
during the week. A new vocational program jointly staffed by DMR and Fairfield Hills is scheduled 
to begin operation in September 1990. Fairfield Hills Hospital has continued its efforts at greater 
integration with community-based mental health services through increased staff participation in 
catchment area and regional planning groups. 

The hospital was recertified by HCFA in December and has a three-year accreditation by JCAHO. 

Whiting Forensic Institute 

Whiting Forensic Institute is the state's only maximum security hospital and is located in the 
grounds of Connecticut Valley Hospital. Whiting provides evaluation, diagnosis and treatment to the 
mentally ill offender at all phases of the judicial process. It also provides tertiary-level forensic 
psychiatric care to patients from any state mental health or correctional facility who are in need of such 
clinical services under maximum security conditions. 

Patients treated at Whiting are referred by correctional institutions under the Department of 
Correction, the Judicial Department, or from other DMH facilities. The institute comprises two acute 
treatment units, two intermediate treatment units, a transitional treatment unit, and a diagnostic unit. 
Patients are referred to the diagnostic unit by thecourts for pre-sentence evaluation andrecommendation 
for disposition under Conn. Gen. Statutes Sec. 17-244; for an initial 90-day evaluation period under 
Sec. 17-257 for not guilty by reason of mental disease or defect; or for evaluation to determine 
competency to stand trial under Sec. 54-56(d). Whiting also operates four court clinics, with one each 
in Bridgeport, Hartford, New Haven and Norwich. These evaluate criminal defendants for compe- 
tence to stand trial and they do other legally mandated forensic evaluations DMH. The clinics also 
provide forensic consultation and training and conduct forensic research. 

Admissions to Whiting during the 1989-90 fiscal year numbered 91, including 44 readmissions, 
and there were 9 1 discharges. The average daily census was 85 and a total of 33,435 patient days were 
recorded. • 

In May 1990, Whiting was surveyed by JCAHO for the first time. The hospital is anticipating a 
favorable outcome with the granting of accredited status. 


Psychiatric Security Review Board 


Established - 1985 Statutory authority - Sec. 17-257b 

Central office - 90 Washington St., Hartford, Conn. 06106 

Average number of full-time employees - 3 

Recurring operating expenses - 1989-90 - $129,211 


The Psychiatric Security Review Board, a five-member board, has jurisdiction over all persons 
acquitted of a crime by reason of mental disease or mental defect and committed by the Superior Court 
to the board, or grandfathered into its jurisdiction by statute. 

The board, through an administrative hearing process, orders the level of supervision and treatment 
for an acquittee deemed necessary to protect society. Based on its legal findings on the danger that 
an acquittee poses due to his/her mental condition, the board may order confinement in a maximum 
security facility, confinement at a hospital for the mentally ill, approval of temporary leave for a 
confined acquittee, placement in the custody of the Commissioner of Mental Retardation or grant 
conditional release. 

In addition, the board makes recommendations on the issue of discharge or continued confinement 
to the Superior Court. 

Board Activity 

This year, a total of 162 persons were under the board's jurisdiction, of whom 15 were initial 
commitments to the board by the court. Six persons have been removed from the board's jurisdiction, 
one due to death, five due to expiration of commitment. 

During the year, the board held 135 hearings and issued 255 orders. As of June 30, 1990, 1 56 persons 
were under the board's jurisdiction. As of June 30, 1990, 26 percent were confined in maximum 
security, 5 1 percent were confined at state hospitals for the mentally ill, 22 percent were on conditional 
release, and 1 percent were in custody of the Commissioner of Mental Retardation. 

The board, in cooperation with the Department of Mental Health, has provided training for staff of 
the department and of community agencies. The board is assisted by the department in meeting 
affirmative action requirements. 

In the 1989-90 fiscal year, board members were Robert Berger, chairman, Julia Ramos Grenier, 
John T. Ryan, Ezra Griffith and Harry Kunze. 

Connecticut Alcohol and Drug Abuse Commission 

DONALD J. McCONNELL, Executive Director 

Established - 1977 Statutory authority - Sec. 17-155 

Central office - 999 Asylum Ave., Hartford, Conn. 06105 

Average number of full-time employees - 504 

Recurring operating expenses - 1989-90 - Grants to Community Agencies and 

Municipalities for Alcohol and Drug Dependency Services - $24,767,081; Service 

Provider Fees: Pre-Trial Alcohol Education System - $1,639,732, Ambulance 

Transportation - $1,656,712, and Substance Abuse Programs at Connecticut 

Mental Health Center and greater Bridgeport Mental Health Center - $2,573,579; 

Personal Services and other operating expenses - $3,938,643 

Capital outlay -$63,038 


Legislation passed in 1989 called for the expansion of statewide treatment services. CAD AC 
planning staff, in conjunction with the State Plan Steering Committee developed a three-phase 
expansion plan to add 360 residential beds and 300 additional treatment slots to the state treatment 
system. If realized, the expansion will increase available treatment beds in the state to 1,310 and 


outpatient slots to 4,300. 

The same legislation formalized CADAC's role in the commitment of alcohol and drug dependent 
criminal offenders. Under Public Act 89-390, CADAC's four court liaisons work closely with the 
courts and the Office of Adult Probation to evaluate each individual's needs and appropriateness for 
treatment. CAD AC continues to experience a significant increase in the number of clients who enter 
treatment through the criminal justice system. 

The first of 15 Regional Action Councils (R ACs) planned for various locations throughout the state 
completed its first year of operation in the 1989-90 fiscal year. Three additional RAC's were formed 
that same year. One located in northeastern Connecticut serves the Windham/Quinebaug region, and 
two in the Greater Hartford area serve 16 towns (including Hartford) west of the Connecticut River 
and 15 towns east of it. The original RAC is located in New Britain and serves seven towns in that 

Developed by CADAC, RACs draw members from many disciplines, including education, law 
enforcement, treatment and government, at the community level. They plan for future treatment and 
prevention initiatives, advise CADAC of community needs and coordinate existing resources. 

CADAC was achieved its Equal Employment Opportunity and affirmative action goals during the 
year. Affirmative action plans submitted to the state Commission on Human Rights and Opportunities 
by CADAC for its central office and three facilities and by Blue Hills Hospital both received approval 
based on substantial goal achievement and good faith efforts. 

CADAC presented 39 separate educational and training events to 1,174 alcohol, drug and other 
related human service professionals statewide. All our courses continue to be oversubscribed. 

More than 10,000 individuals were evaluated and placed in the Pretrial Alcohol Education System 
(PAES) during 1989. Statewide driving- while-intoxicated arrests during 1989 numbered approxi- 
mately 17,500, which is a slight increase over the previous year. 

A new component to the PAES program called the Victim ImpactPanel was added during the 1989- 
90 fiscal year. Through this program, victims of drunk driving accidents and their families address 
PAES classes with candid accounts of how impaired drivers have forever changed their lives. The 
Victim ImpactPanel is a cooperative effort between CADAC and the Connecticut Chapter of Mothers 
Against Drunk Driving. 

Berkshire Woods Chemical Dependence Treatment Center 

Sarah T. Kruel, Superintendent 

Berkshire Woods Chemical Dependence Treatment Center is a state operated, inpatient substance 
abuse facility administered by the CADAC and accredited by the Joint Commission on Accreditation 
of Healthcare Organizations (JCAHO). Berkshire Woods is a 113-bed facility consisting of three 
treatment components: a medically supervised detoxification unit and separate long-term drug and 
alcohol rehabilitation programs for individuals over 17 years-old. During the 1989-90 fiscal year, the 
center admitted 1,994 patients for treatment and discharged 1,996 discharged. 

It has a 25 -bed Detoxification Unit for voluntary alcohol and drug detoxification and involuntary 
alcohol detoxification, which results from a three-day physician' s emergency certificate. The primary 
treatment goals are the medically supervised withdrawal from addicting substances and provision of 
information and referrals. Average length of stay is three to five days. 

The rehabilitation programs focus on intensive group, individual and family counseling, involvement 
in self-help support groups and substance abuse education. It also has a 44-bed drug rehabilitation 
program that requires a seven- to 11 -month inpatient stay followed by outpatient treatment. Alcohol 
rehabilitation is a 44-bed program with a maximum 90-day inpatient stay. 

Dutcher Chemical Dependence Treatment Center 

Herbert L. Hall, Superintendent 

Dutcher Chemical Dependence Treatment Center has a capacity of 96 beds for multiuse substance 
detoxification and rehabilitation proportioned between three treatment services: acute treatment and 
evaluation, alcohol rehabilitation, and drug rehabilitation. Dutcher serves 41 communities from 
within its regional service area. 

Medical detoxification and evaluation is key to the continuum of care efforts and this service has 
the highest use with 1,847 admissions, which represent 92 percent of all admissions to Dutcher. The 
longer term rehabilitation units had 180 admissions. The total admissions were 2,027. 

Dutcher was surveyed in June 1990 by the JCAHO for renewal of accreditation. It is expected to 
be awarded in the final report by the commission and would be for three years. 

The mentally ill chemical abusing (MICA), women in treatment, especially pregnant women, and 


patients Acquired Immune Deficiency Syndrome or related illnesses remain as treatment or place- 
ment dilemmas. Efforts to deal with the needs of these special populations have been addressed by 
formulating and initiating regional integration meetings. At these meetings service providers from the 
region meet in an attempt to collaborate and work to gain the best use of existing services. 

Dutcher created its own task force to study treatment issues for women in treatment. This group has 
been addressing the specific needs of the chemically dependent female in an effort to provide 
recommendations for more effective treatment. 

Eugene T. Boneski Chemical Dependence Treatment Center 

Patrick DeChello, Superintendent 

The Eugene T Boneski Chemical Dependence Treatment Center provides quality inpatient 
treatment services for alcohol dependent persons 18 years of age and older. The center provides 
alcoholdetoxification, patientevaluation, intensive treatment, a 28-day residential alcohol rehabilitation 
program, aftercare and follow-up services. The center will add drug detoxification and rehabilitation 
beginning October 1, 1990, with the passage of P. A. 89-390 and will increase its census by 30 beds. 
Its 16-bedcoed Acute Care and Evaluation Unit's major function is to detoxify patients from alcohol 
addiction. The unit provides treatment on both a voluntary and involuntary basis. The latter includes 
physicians' emergency certificates, protective custody and court commitments. 

Following detoxification, patients may voluntarily enter the 25-bed (5 female and 20 males) 28- 
Day Rehabilitation Program. Prospective patients for the program are screened daily for appropri- 
ateness of admittance. In addition to those patients transferring from acute care, many of the other 
voluntary and court-committed patients are referred by local shelters. The program offers individual, 
group and family therapy. 

The Aftercare Program offers services for patients who have successfully completed the 28-Day 
Program including individual counseling, weekly Return Night- 2,617 attendance from July 1, 1989 
to July 1, 1990; weekly Family Night - 470 attendance from July 1, 1989 to July 1, 1990; and weekly 
Alcoholics Anonymous meetings - 3,807 attendance from July 1, 1989 to July 1990. 

The center is accredited by the JCAHO. 

Blue Hills Hospital 

Anita C. Ellis, Superintendent 

Blue Hills Hospital provides quality treatment services for alcohol and drug detoxification, patient 
evaluation, intensive and drug residential treatment and follow-up. During the past year, there were 
2,154 admissions to Blue Hills Hospital. 

The Acute Care unit's major function is to detoxify patients from alcohol and/or drugs. The unit 
provides treatment on both a voluntary and involuntary basis. It is divided into two wards: one has 
12 beds for voluntary patients, and the other 13 beds are for involuntary patients committed for three 
days on a physician's emergency certificate. 

Following detoxification, patients are encouraged to enter one of two rehabilitation programs. The 
Intensive Treatment Program, which provides alcohol/cocaine rehabilitation, is a 48-bed program 
offering psychoeducational seminars, individual and group therapy, as well as introduction into 
Alcohol Anonymous/Cocaine Anonymous, to assist the patient in remaining substance-free when 
discharge from the facility. 

Blue Hills Hospital also operates a 30-bed Drug Residential Program offering rehabilitation 
services to drug dependent persons. This program offers psychoeducational seminars, as well as 
individual, group and family counseling to help drug dependent persons remain substance free after 

The Reentry Program is an important component of the Drug Residential Program. The service 
allows patients to remain in residence for up to three months while seeking employment and beginning 
to reestablish themselves in the community. 

The Aftercare Program, which provides outpatient services for patients referred from Blue Hills 
Hospital's inpatient units, continues the process of recovery begun while at the hospital. 


Department of Transportation 

J. WILLIAM BURNS, Commissioner 

William A. Lazarek, Deputy Commissioner 

Established - 1969 Statutory authority - P.A. 768 

Central office - 24 Wolcott Hill Road, Wethersfield, Conn. 06109 

Average number of full-time employees - 4,255 

Recurring operating expenses - 1989-90 - $269,037,009 

Capital outlay - $1,003,789,507 

Organization structure - Office of Commissioner, Bureau of Aeronautics, Bureau of 

Administration, Bureau of Highways, Bureau of Planning, Bureau of Water 

Transportation, Bureau of Public Transportation and State Traffic Commission 

During the fiscal year 1990, $527.5 million worth of construction was accomplished and 121 
contracts totalling $264.2 million were completed, which includes 111 structures and 65.2 miles of 
roadway. The department resurfaced 412 miles of state highway. 

Continued in the fiscal year 1989-90 was the Connecticut Statewide Transit Study. This study will 
establish the public transportation service that will need to be provided over the next 20 years and how 
these services should be organized and financed. 

Ridership on Metro-North's New Haven Line trains totalled 26.2 million passengers, which was 
the highest yearly total since the state started supporting rail commuter service in the early 1970s. 
Connecticut's share of the operating deficit was $36.6 million. Ridership on bus systems subsidized 
by the state totalled 35.5 million in fiscal 1990. The subsidies for transit operations was $46.5 million. 
A new Shore Line East rail service between New Haven and shoreline communities was inaugurated. 

Improvements continue at the Bradley International Airport complex, including a $9 million 
renovation of the main runway and a $3-million renovation of taxiway "E." Intensified efforts to gain 
international gateway status for Bradley were undertaken. 

At the State Pier in New London approximately $535,208 was generated in revenue for the state. 
The pier handled 64,261 tons of cargo. 

Office of Affirmative Action 

The department is committed to affirmative action and equal opportunity in all operational areas 
and in all employment areas for both current and prospective employees pursuant to state and federal 
laws. The Commission on Hum an Rights and Opportunities and the Federal Highway Administration 
conducted reviews of the Department of Transportation affirmative action plan/program. Approval 
has been received from both agencies. The Affirmative Action Office handled 21 new discrimination 
complaints and provided information in 11 pending CHRO cases. 

Code of Fair Practices 

The Department of Transportation continues to progress positively in its Code of Fair Practices 
activities. Working closely with the Affirmative Action Office, it's bureaus have been able to 
recognize and address areas of under utilization within its units. All managers involved in the hiring 
process, in the fiscal year 1989-90, have been aware of the department's commitment to remediate 
instances of under utilization. 

The 1990 Code of Fair Practices Survey was revised and conducted with all unit heads participating. 

Office of Communications 

This office maintained daily contact with the news media, other public agencies and private citizens 
in the dissemination of information about transportation projects and various transit services 
supported by the department. 



Legislative Office 

This office coordinated all legislative activities affecting the department. 

Office of Management Services 

The Office of Management Services conducted 17 management reviews and/or internal audits of 
operating units of the department, which resulted in 68 recommendations for improving productivity, 
efficiency and financial effectiveness of the department. In addition, it performed 1,041 security 
inspections and handled 100 security investigations. It also administered the DOT Library, the Identity 
Management Program and the Records Management Program. 

State Traffic Commission 

There were issued 68 town speed limit certificates, 116 permits for state signal installations and 
revisions and 131 permits for town signal installations and revisions. In addition, 257 permits were 
issued to allow parades and special events to use state highways. Also, 1,940 permits were issued to 
allow service cars or wreckers to engage in service or towing operations on limited access state 
highways. There were issued 137 certificates for the establishment or expansion of developments 
generating large volumes of traffic affecting public highways. 

Bureau of Administration 

Daniel S. Muirhead, Deputy Commissioner 
The Bureau of Administration provided administrative and support services to all bureaus and units 
in the department. 

Office of Property Control 

This office coordinated and monitored vehicle use, inventoried all department buildings and 
equipment and maintained and repaired all facilities, which includes major administration buildings 
and other facilities and equipment valued at S531 million. During the year, 5,310 repair orders were 

The office replaced roofs at 12 facilities and overhead doors at eight maintenance facilities, which 
resulted in energy savings. Through the Hazardous Waste Program, 57 underground fuel tanks were 
removed or replaced at 15 locations. 

Office of Contract Compliance 

This office performed the external Equal Employment Opportunity, Affirmative Action, Disad- 
vantaged Business Enterprise, and On-the-Job Training compliance functions of the department for 
its capital projects. 

There were reviewed 638 affirmative action plans submitted by firms doing business with the 
department; 560 plans were approved. Approval of the remaining 78 affirmative action plans is 
pending until these firms submit the additional information requested of them. 

There are 248 firms certificated by the department as a Disadvantaged Business Enterprise (DBE), 
Women Business Enterprise (WBE) or DisadvantagedAVomen Business Enterprise (DBEAVBE). 
This figure represents an increase of 34 certified firms from the previous fiscal year's total of 214. The 
following breakout totals 262 firms because there are 14 firms certified in more than one trade 

Disadvantaged Business Enterprise, Women Business Enterprise 
Disadvantaged/Women Business Enterprise — 1989-90 Statistics 

Category DBE WBE D/WBE 

Construction supplier 
Construction manufacturer 




Construction service 

Non-construction supplier 
Non-construction service 










The department has established a DBE set-aside goal of 10 percent of the value of the contracts to 
be awarded in the fiscal year. There were 266 projects forecast to be scheduled for advertisement and 
award. These projects were reviewed and evaluated for potential DBE participation. The estimated 
value of the DBE set-aside is $66,153,246, 10.9 percent of the total. Construction subcontracts awarded 
to DBE's in this fiscal year totalled $33,242,570, 12.1 percent of the value of the awarded contracts. 

The Office of Contract Compliance conducts an On-the-Job Training Program that emphasizes the 
recruitment and employment of minorities and females for occupations in the highway construction 

There were 202 individuals who started an On-the-Job Training Program. These included 152 - 75.2 
percent- males and 50 - 24.75 percent - females. The males were 28.29 percent -43- black; 52.29 
percent - 80 - white; 17.65 percent - 27 - Hispanic; .65 percent - one - American Indian and .65 percent 

- one - Asian. The females were 24 percent - 12 - black; 74 percent - 37 - white and 2 percent - one 

- Hispanic. 

The annual survey of highway construction employment statistics disclosed 3,568 persons 
employed on highway construction projects in July 1989. This figure includes 3,465 - 98.11 percent - 
males and 103 - 2.88 percent - females. The males were 79.42 percent - 2,834 - white; 9.2 percent - 
327 - black; 8.1 percent - 291 - Hispanic; .3 percent - 13 - American Indian. The females were 70.87 
percent - 73 - white; 25.24 percent - 26 - black and 3.88 percent - four - Hispanic. 

Office of Concessions 

This office administered contracts for the management of 10 restaurants, the Wethersfield 
Administration Building/cafeteria and 23 gasoline stations, which are leased to private-sector 

Motor fuel sales amounted to 34,876,501 gallons, an increase of 29.39 percent from the prior year. 
Gasoline royalties were $3,836,415.11; restaurant royalties were $4,323,665.08; Mobil Mart royalties 
$223,937.65 for total royalties of $8,384,017.84. 

Office of Audits 

This office completed approximately 485 audits during the year. Costs of approximately $580 
million were examined with adjustments of approximately $2 million in favor of the state. 

Office of Documents Processing 

This office administered legal claims, agreements and contract award functions. The Claims 
Division processed 1,815 claims under the department's highway, fleet, airport, ferry and commuter 
parking liability insurance policies; coordinated 61 investigations of claims before the Claims 
Commissioner, submitting reports on each to the Office of the Attorney General. There were 224 writs 
and subpoenas processed. 

The Agreements Division reviewed and processed a total of 864 agreements and leases, including 
29 agreements, 107 supplemental agreements and 39 extra work claims with consultants and 
contracting engineers. The total dollar value of the consultant and contracting engineers agreements 
was $79,552,477. 

The Contracting Division processed 172 construction contracts totalling $400,275 ,83 8 and awarded 
four demolition contracts payable by the state totalling $85,250 and involving a total of seven 

Office of Data Processing 

This office provided computer mainframe and telecommunications resources, support and services 
to all department units. 

The Unisys 1100/92 Mod. I Computer System supports a network of 442 remote terminal or personal 
computer stations that communicate with the mainframe and peripheral equipment. 

The current 1900/10 Data Entry System will be replaced with a UNIX based system. This will 
provide an modern direct data entry system for the Planning Inventory and Data Office and the Office 
of Data Processing. 

An employee history system has recently been completed. Another new system in the process of 
formalization with the Division of Planning Inventory and Data is the Integrated Highway Informa- 
tion System. Other major systems under continuing development are the Preconstruction Manage- 
ment System and the Financial Management Information System. 


Office of Staff Services 

This office maximized the use of Federal Highway Administration funds and coordinated the 
department's monthly requests to the state Bond Commission for allocations to finance the capital 
transportation projects, including requests of $613,290,000 for the sixth year of the Governor's 
Infrastructure Renewal Program. 

The office also chaired the Office Systems Control Committee, which was established to oversee 
the department's automation needs in areas of personal computers, facsimile equipment and word 
processing equipment As of this date, the committee has provided approximately 320 personal 
computers and 21 telecopiers (facsimile) to various operating units. 

The Division of Capital Projects-Financial Control provided fiscal control of the Capital Program 
and was responsible for the allocation of bonds, the allotment of all state and federal funds, and the 
control of program. 

The Division of FHWA Federal-aid Procurement administered activities necessary to obtain the 
required approvals from the Federal Highway Administration for the authorization of Federal-aid 
Highway Program funds for financing projects in the department's capital highway transportation 
program. During the fiscal year 1989-90, a total of $341,467,108 of federal-aid funds were authorized 
for various highway projects. 

The Division of Federal Billing is responsible for the preparation of reimbursement vouchers on 
federal- aid funded projects. This division recouped a total of $424,853,398. 

The Division of Scheduling and Monitoring reviewed the preconstruction phases of all project 
schedules and maintains a Management Information System (MIS) for all transportation capital 
improvement projects. The division conducted monthly project status review meetings on all 
transportation capital improvement projects scheduled for advertising for construction bids. 

In addition, this division worked with a private consulting firm to bring in the Preconstruction 
Management System (PCMS), which will be used for project and program control. 

The Division of Support Services provided centralized support services such as internal and 
external courier services, blueprinting, engineering half-scales, central files, photography and various 
printing services, including the production of engineering microfilm aperture cards of all prints and 
maps on file. 

Office of Purchasing and Stores 

This office purchased and managed materials and provided inventory control and physical 
distribution of maintenance, repair and operating supplies. The Division of Purchasing handled 
approximately 33,000 purchasing transactions and issued 1,900 agreements involving an estimated 
value of $67,000. 

The Division of Materials Management maintained a supply of maintenance, repair and operating 
supplies in 18 stores facilities. The division also directed the operation of 122 gasoline stations. 
Additionally, the division made arrangements for the disposal and sale of scrap and obsolete 
materials. The total value of materials dispersed to operating units was $16,061,628. 

Office of Personnel 

This office was involved in the administration and negotiation of collective bargaining contracts. 
The office continued to administer the existing collective bargaining contracts, providing advice and 
counseling to all employees, supervisors and managers on contract interpretation, implementing the 
various provisions of the contracts and representing the department and the state in union contract 

This office coordinated the recruitment of non-professional and technical personnel to provide 
additional required staffing for the Infrastructure Renewal Program. An on-campus college recruitment 
program was conducted successfully throughout the New England/New York area to recruit graduate 
civil engineers. Special recruitment efforts were successfully made to meet the department's 
affirmative action goals. 

The Training Division continued its broad program of in-service training for departmental 
employees covering administrative, supervisory, technical topics and management development 
Special training efforts were made to encourage and expand the use of personal computers throughout 
the department. The Division of Safety continued its program of in-house compliance with state and 
federal OSHA laws. 


Office of Fiscal Services 

This office prepared and managed the Transportation Fund Budget; processed all payrolls, 
maintained accounting records and prepared all required financial reports. 

The Accounts ReceivableDivision collected $21,996,731. The Accounts Payable Division processed 
14,418 payment lists consisting of 74,708 vouchers for payment of obligations. The Payroll Division 
processed 56 payrolls during the year that amounted to $155,676,563. The second phase of the 
department's automated Integrated Financial Management Information System (FMIS) was initiated 
during the fiscal year. 

Bureau of Aeronautics 

Edward M. Archibald, Deputy Commissioner 
The bureau is responsible for all activities at the six state-owned, state-maintained airports, which 
include Bradley International, Groton-New London, Hartford-Brainard, Waterbury-Oxford, Windham 
and Danielson. It also licenses 138 aviation facilities in the state. 

Fiscal Office 

This office maintained financial systems and collected all money due the state from lease 
agreements. This office directed, coordinated and administered the annual Transportation Fund 
Operating Budget for general aviation. For the 1989-90 fiscal year, receipts were estimated at 
$1,176,651, while the operating expenses were estimated at $2,667,000. This office also manages the 
financial activities at Bradley International Airport. The annual operating budget is developed and 
converted into a cost-center budget that establishes rates for airlines for terminal, landing fees and 
apron space rentals. Operating expenses at Bradley were estimated at $15,860,000, while operating 
revenues were estimated at $29,480,000. 

Marketing and Development 

There were 27 lease and/or operating agreements processed bringing the agreements managed by 
this office to a total of 261. 

Bradley International Airport 

Passenger count at the airport increased 2.4 percent. Piedmont Airlines merged with US Air in 
August of 1989. Also, Midway Airlines, Metro Northeast and Precision Airlines initiated new 
passenger service at Bradley. 

A $6.3 million reconstruction of taxiway "S" was completed in the fall of 1989. Airport automobile 
parking areas were reconfigured and functions relocated to provide an additional 535 revenue parking 

The lease was executed for the development of a 31-acre parcel of land on the airport's west 
perimeter. Construction started in the summer of 1990 and will include air freight facilities, aircraft 
hangars and other support functions. A $400,000 renovation of the airport's perimeter road was 
completed in early summer 1990. 

A $9 million renovation of the airport's main runway and a $3 million renovation of taxiway "E" 
were started in the summer of 1990. 

General Aviation Airports 

• Waterbury-Oxford Airport projects include the completion of a 24,000 square foot hangar and 
office facility by the fixed-base operator and completion of the final stages of design for the 
construction of a new internal airport access road, taxiway, aircraft parking area, auto parking and 
associated underground utilities. 

• Groton-New London Airport completed the construction of a $2.2 million airport vehicles 
maintenance facility and an 18,000 square-foot hangar and office complex by the fixed base operator. 
Two additional commuter air carriers initiated scheduled service from the airport. 

• Danielson Airport completed a long-range master plan of development identifying needed 
facilities. Construction was completed of a ten-unit T-hanger as well as the installation of a security 
fence for the facilities. 

• Windham Airport completed the construction of a 14-unit T-hangar and is in the process of 
installing a navigational landing aid for aircraft operation in inclement weather. 

• Hartford-Brainard Airport completed design of an electrical project to replace all airfield lighting. 
Projects started include the construction of a 15,000 square -foot hangar and office facility by the fixed- 
based operator. 


Bureau of Highways 

James J. Rice, Deputy Commissioner 
The Office of the Chief Engineer managed the functional activities of the two major Bureau of 
Highways ' divisions: The assistant chief engineer for construction and maintenance, and the assistant 
chief engineer for preconstruction. In addition, it managed the Office of Highway Safety, the Office 
of Financial Management and the Office of Research and Materials and served as the department's 
Emergency Management Control Center: 

Office of Financial Management 

The Office of Financial Management coordinated the development, execution, and financial 
review and management of the Bureau of Highways' $397.8-million Federal- aid Highway Program, 
$442.8-million Highway Bond Program, $44.7-million Highway and Bridge Construction and 
Renewal Program and $97.9-million Operating Account Appropriation. 

Office of Construction 

During fiscal year 1989-90, $527,593,013 million worth of construction was accomplished as 
determined by payment to contractors and 121 contracts, totalling $264.2 million, were completed. 
This included 111 structures and 65.2 miles of roadway. 

The Survey and Plans units of DOT districts initiated the survey on 186 projects and completed the 
survey of 165 projects. In addition, they performed 44 miles of boundary work, set 1,304 monuments 
and performed 101 miles of geodetic work. 

Central Surveys performed an additional 120 miles of geodetic work. 

Approval was granted for 3 13 Disadvantaged Business Enterprise subcontracts with a value of $46 

Some of the significant projects completed included the upgrading of Interstate 91 in the Towns 
of East Windsor and Enfield, resurfacing and safety improvements on Route 2 from Glastonbury to 
Colchester, resurfacing and safety improvements on Interstate 95 in the Town of Southington and the 
construction of a new section of Route 7 in Danbury. 

Major projects underway on various bridges, state routes and interstate roadways include the 
following: Construction of the Route 9 Expressway in Cromwell and Berlin, construction of the new 
Baldwin Bridge carrying Interstate 95 over the Connecticut River and the western approaches on 
Interstate 95 and Route 9 in Old Saybrook, construction of the Niantic River Bridge in East Lyme, 
rehabilitation of the Interstate 95 bridge over Bridgeport Harbor, reconstruction of the Interstate 95 
bridge over the Mianus River in Greenwich, rehabilitation of the Interstate 95 ("Yankee Doodle 
Bridge") over the Norwalk River in Norwalk, rehabilitation of the Interstate 95 bridge over the 
Quinnipiac River in New Haven, rehabilitation of the Interstate 95 bridge over the Housatonic River 
in Stratford, reconstruction of the Route 8 bridge ("Commodore Hull") over the Housatonic River in 
Derby and Shelton, construction of the new Route 140 bridge over the Connecticut River in Windsor 
Locks and East Windsor, reconstruction of the Interstate 91 bridge ("Dexter Coffin") over the 
Connecticut River in Windsor Locks, construction of the new Charter Oak Bridge carrying Route 15 
over the Connecticut River and approaches in Hartford and East Hartford, resurfacing and safety 
improvements on Interstate 95 in the Towns of Bridgeport, Milf ord and Westport and reconstruction 
and rehabilitation of the major interchanges on Interstate 84/91 in Hartford and Interstate 84/Route 
8 in Waterbury. 

The Office of Maintenance provided roadway and roadside maintenance, including snow and ice 
control for 5,065 two-lane miles of roadway. A total of 412 miles of roads were maintained with 
applications as follows: 285 miles of vendor-applied bituminous concrete overlay; 24 miles of 
pavement leveling by the state and 103 miles of liquid surface treatment. 

There were 13 winter storms and they required the use of 1 1 1,245 tons of chlorides, 249,814 cubic 
yards of sand abrasives and 630 state trucks and 240 private -sector trucks. 

Approximately 46,846 feet of drainage pipe was installed with 1,851 drainage structures. 

The Traffic Services Units painted 8,810 miles of centerlines and lanelines; erected 3,800 new 
traffic regulatory, warning and directional signs; renewed or removed 17,385 existing signs; 
continued maintenance on 2,694 traffic signals and 757 miles of highway illumination and installed 
75 new traffic signals and 156 signal revisions. 

There were 6,196 permit investigations; 4,897 highway encroachment permits issued; 5,681 traffic 
investigations; 1,681 drainage investigations; 1,823 claims investigations and 7,358 miscellaneous 
maintenance investigations. 


During the past year, the Office of Maintenance has continued to place strong emphasis on bridge 
maintenance operations with the additional personnel, equipment and fiscal resources that have been 
committed to this activity. Maintenance work was undertaken on approximately 775 bridges through 
the combined efforts of department personnel and contractors, along with the inspection of 3,466 

Office Preconstruction Engineering 

The State Forces Design Section completed the design of 59 projects having a construction value 
of $132 million, including the design of three new bridges, 112 bridge reconstructions and 165 two- 
lane miles for the 1989 Contract Resurfacing Program. 

The Consultant Design Section completed 11 state road projects having a total construction value 
of $289 million, 17 local road projects having a total construction value of $45 million and nine 
transportation facilities projects having a total construction value of $25 million. The most significant 
accomplishment was the start of construction of the new Baldwin Bridge, which carries the 
Connecticut Turnpike over the Connecticut River in Old Saybrook and Old Lyme. 

The Infrastructure Renewal Program Unit continued to administer the $1.5 billion, ten-year Bridge 
Rehabilitation Program. Engineering personnel coordinated the program through the use of consultant 
engineers. There were 119 bridges awarded for construction. 

The Local Bridge Program Unit continued its administration of the local bridge program. Grants 
and loans were issued for structures with a construction value of $8.5 million. 

The Computer Aided Design Unit (CADD) provided computer control systems analysis, technical 
design, drafting, support and training to the department's CADD users, as well as the enhancement 
and development of software to accelerate the current process. 

The ConstructionLiaisonUnit continued to troubleshootdesign/construction related problems that 
required immediate attention. 

The Cost Estimating Unit prepared 102 final construction cost estimates, 128 preliminary 
construction cost estimates and 64 project agreement estimates. The annual update of the Capital 
Highway Program and the Transportation Improvement Program were also completed. 

The Special Studies Unit completed the 1991 Interstate Cost Estimate, and made significant 
progress toward the completion of the department's new Highway Design Standard's Manual. 

The Contract Development Unit processed 138 projects for advertising. Of these, 79 were designed 
by staff personnel and 59 were designed by others. Included in the 138 projects is over $56 million 
of resurfacing and safety improvements. The department was also able to secure over $38 million of 
interstate discretionary funds. 

The Design Services Section was reorganized to include the Hydraulics and Drainage Unit, the 
Bridge Safety and Evaluation Unit, the Soils and Foundations Unit and the Utilities Unit. 

The Hydraulics and Drainage Unit completed 44 hydrologic and hydraulic designs and provided 
coordination with the Department of Environmental Protection on flood plain management, inland/ 
wetland and water course permits. 

The Bridge Safety and Evaluation Unit inspected 2,595 bridges, 320 structures carrying locally 
maintained roads off the federal-aid system and 253 bridges carrying state-maintained roads off the 
federal-aid system. 

The Soils and Foundations Unit provided specialized geotechnical services during the design and 
construction phases of the current Infrastructure Renewal Program. Special attention was required for 
the Niantic River Bridge, the new Charter Oak Bridge, the Interstate 84/Interstate 91 Interchange and 
the Baldwin Bridge in Old Saybrook. 

The Utilities Unit completed 321 agreements on 124 projects involving an estimated expenditure 
of $6,991,856 for preliminary engineering studies and utility adjustments required for construction 
and maintenance of projects. In addition, 52 railroad agreements were prepared for 38 projects. 

Office of Traffic Engineering 

This office continued to focus on safety improvement projects. There are nine projects for railroad- 
highway grade crossing improvements under construction. Investigations were conducted at 97 high- 
frequency accident locations on the state-maintained roads and changes were recommended at 48 

The design and construction of 105 traffic control signal installations and revisions were completed 
this past year. These include 23 signal installations and revisions funded under the Federal- aid Hazard 
Elimination Program. 

Requests for 3,570 traffic engineering investigations were received from citizens and federal, state 
and local officials. 


Reviews were completed on 763 miles of state highways for center line marking of passing/no 
passing zones. S urveys to determine reasonable and proper speed limits were conducted on 425 to wn- 
maintained roads. Also, 123 locations were studied for parking regulations and 63 crosswalk studies 
were completed. 

To comply with federal requirements relative to the state's certification of the 55 miles per-hour 
national maximum speed limit, approximately 1 ,045,554 vehicle speeds were recorded at 25 locations 
throughout the state. 

Computerized traffic control signal systems are expanding throughout Connecticut and are 
operational on 12 routes in 23 towns and include 315 traffic signals. There are currently 154 
computerized traffic signals under design or construction and will be operational in 1991. 

There were 12 variable message signs installed and these are operational along routes Interstate 91, 
Interstate 84, Interstate 384, 2 and 15 in the Greater Hartford area to advise motorists of construction 
activities associated with the Interstate 91/84 Interchange and Charter Oak Bridge. There were two 
variable message signs installed along Interstate 95 in Darien and Fairfield to advise motorists on 
traffic conditions. 

A computerized Freeway Traffic Management Feasibility Study for Interstate 95, Interstate 9 1 and 
Interstate 84 is scheduled to be completed by August 1990. The study will include a number of 
possible alternatives for the monitoring of traffic congestion on these expressways. 

Office of Rights of Way 

This office completed 445 acquisitions of real property for transportation projects at a cost of 
$20,439,846.05. Some 66 percent of the acquisitions were settled on a friendly basis, while 34 percent 
were completed through the eminent domain process. A total of 185 relocation payments were 
processed at a cost of $678,566.24. 

To accomplish the property acquisition program, some 478 appraisals were completed by the 
Appraisal Division. In addition, another 165 appraisals were completed for leases and sales of state 
land. Estimates for the cost of right-of-way were prepared for 121 transportation projects and two 
conceptual surveys. The Governor's Screening Committee reviewed 392 files. Staff appraisers also 
reviewed 40 appraisals for bridge replacement projects and 74 appraisals for urban system files. 

The Property Management Division managed long- and short-term leases of highway property 
producing $1,398,495.48 in rental income. Some 97 sales transactions were closed for a total income 
of $4,418,787.30. In addition, 18 parcels valued at $3,337,500 were transferred to various state 

Office of Research and Materials 

The Division of Materials Testing staff processed 72,124 reports consisting of approximately 
216,372 tests on construction and maintenance materials, which represents a 240-percent increase in 
the amount of testing since the Governor's Infrastructure Program began. 

Pavement management personnel and the Office of Maintenance have completed the first paving 
program using the department's Condition Rating System on our photolog laser videodiscs system. 

Pavement Management personnel built and operated a South Dakota Profiler as required by the 
Federal Highway Administration for the annual submittal of Highway Performance Monitoring 
System data. This vehicle collected roughness data on approximately 600 sites statewide. 

New plans and specifications for partial and full-depth patch repair of concrete pavements were 
developed and used by field forces. 

In the safety area, a patent-filing was initiated for the Narrow-site Connecticut Impact- Attenuation 
System (NCIAS). The department will install five NCIAS on interstate and primary system highways 
during the 1990/91 fiscal year. 

The development phase of Pavement Management, begun in 1983, was completed and closed. 
Work continues under an implementation phase within the Division of Pavement Management. An 
outgrowth of this project is the use of a robotic videodisc changer, which was added to our photolog 
laser videodisc (PLV) system. This system provides on-line computer access to two complete annual 
photolog filmings of state-maintained roads in Connecticut. 

Development is nearing completion on the computerized, videodisc based Bridge Information 
System. This "demonstration" system contains a comprehensive collection of bridge information and 
images for 43 bridges. 

Office of Highway Safety 

The Office of Highway Safety administered the obligation and use of federal funds for a variety 
of highway safety -related activities. In addition, the office administered the state-funded Motorcycle 


Rider Education Program. 

In the alcohol education and enforcement area, approximately $837.6 million was obligated to the 
following programs: 

• Eight alcohol-related training courses at the Connecticut Police Academy for 180 state and local 
police officers. 

• An Alcohol Public Awareness Program through which pamphlets, posters, key -chains and other 
materials with anti-drinking and driving themes were distributed to the general public. In addition, 
public service announcements were produced and broadcast. 

• The suspension of licenses of drivers arrested for driving -while-intoxicated and the suspension 
to occur within 45 days of arrest. It is called the administrative "Per Se" law. 

• A pilot program to determine whether all breath-testing instruments used by police agencies 
across the state can be linked to a centralized computer in the Department of Health Services' 
Toxicology Laboratory. 

In the Police Traffic Services area, $222,000 was obligated to the Department of Public Safety's 
Division of State Police for enforcement of the state's 55-mile per-hour speed limit on limited access 
highways. In addition, the Connecticut Policy Academy received $52,500 for six traffic enforcement 
training courses that 120 state and local police officers attended. 

In the area of Occupant Protection Program, $375,000 was obligated to the following activities: 

• An Adult and Child Occupant Restraint Public Awareness Programs to promote the use of 
occupant and child restraints. Public service announcements were developed, and broadcast and 
printed materials were reproduced and distributed statewide. 

• A Comprehensive community -based programs in Waterbury and at the University of Connecticut 
Storrs campus to promote all areas of highway safety. 

• Additional media resources and support for the state's passenger protection resource library. 

• The Safety Belt/Air Bag Convincer Program by the Department of Public Safety's Office of 
Safety Education. 

• A statewide car seat loaner program conducted by the Office of Safety Education. 

In the emergency medical services area, $53,500 was allocated to connect the last two EMS 
provider regions to the state's administrative/disaster network. 

In the roadway support area, $ 109,000 was allocated to provide for traffic engineering training, the 
printing of technical and public information and education materials, the acquisition of electronic data 
processing equipment to support on-going traffic engineering activities and the acquisition of work- 
zone safety materials. 

In the traffic records area, $78,000 was obligated to develop a highway safety management 
information system and to computerize the input of data into the Department of Transportation's 
Statewide Motor Vehicle Accident File. 

In the School Bus Safety area, $50,000 was obligated to provide for pupil and school bus driver 
training/education programs. 

The 1989-90 Connecticut Rider Education Program trained 1,002 novice and experienced 
motorcycle riders in safe operating techniques at eight locations across the state using $294,000 
derived from a combination of motorcycle registration fees, state funds, federal highway safety 
money and student registration fees. 

Bureau of Planning 

James F. Sullivan, Deputy Commissioner 
This bureau is responsible for Inventory and Forecasting, Systems Planning, Intermodal Planning 
and Environmental Planning operating offices. 

Office of Transportation Inventory and Forecasting 

The Planning Inventory and Data Division supplied roadway traffic volumes, accidents and 
systems statistics data associated with the 19,914 miles of state and local public roadway in 
Connecticut. These statistics are used for the development of programs and projects to provide 
improved safety services to the traveling public. 

The Division of Forecasting prepared detailed traffic forecasts for 28 highway projects. Socio- 
economic data as well as projected travel data were provided for the Statewide Transit Study. The 
travel forecasting models were upgraded to include new models developed for the Statewide Transit 


Office of Transportation Systems Planning 

The Program Planning and Financial Planning units prepared and distributed the 1990 Master 
Transportation Plan. 

The department is continuing a study capacity deficiencies along major travel corridors in 

Extensive coordination with the three metropolitan planning organizations in southwestern 
Connecticut produced more funds for interim improvements to Interstate 95 and at selected locations 
on the adjacent local roadway network. 

The Field Coordination unit has worked closely with the metropolitan and regional planning 
organizations to obtain local endorsement of Transportation Implementation programs necessary to 
secure federal funding participation. 

Office of In termodal Planning 

The Airport Planning Unit provided direct support to the Bureau of Aeronautics in Facilities 
Planning at Bradley International Airport and the general aviation airports. This activity included 
review of third-party proposals for development, as well as recommendations for the efficient use of 
existing facilities. 

The consultant selection and final review for the Bradley International Airport Master Plan has 
been completed. This project was expected to begin late in the summer of 1990. Important issues in 
this plan include enhancement of airside capacity and provision for international gateway operations 
to be accomplished in an environmentally acceptable manner. To achieve these goals in the interim, 
a commuter terminal study was done. A plan was developed for relocation of commuter operations 
at the airport. 

Interim updates for master plans at the Waterbury-Oxford, Groton-New London and Windham 
Airports were completed and submitted to the Federal Aviation Agency for its review. Preparation 
of a new master plan at the Waterbury-Oxford Airport has started and the project should begin in early 

Federal Aviation Administration review and approval for previously submitted plans was received 
for the Brainard Airport, the Danielson Airport and the Brainard Airport FAR part 150 Noise Study. 

The unit also participated in the Airport Advisory Committee meetings of the Groton-New London 
and Bridgeport Airports, including the public hearings on the approach lights at Groton. 

The Commuter Assistance Unit has worked closely with the three regional ridesharing brokerages 
to provide the optimum level of ridesharing services to employers, employees and the individual 
commuter throughout Connecticut. 

The Commuter Assistant Unit has continued to provide state employees with commuter matching 
information through the distribution of The Commuters' Register to all major employee work 

The department's promotion of vanpooling and our combined efforts with the regional brokerages 
to stimulate private vanpooling initiatives resulted in a total of 1,125 vanpools registered statewide. 
The State Employees' VanpoolProgram now includes 63 operating vehicles. There are 37 operational 
vanpools in the Interest Free Vanpool Program. 

A new program has been developed that includes in the vanpool concept a new seven passenger 
vehicle. Also, the current 12- and 15-passenger vehicles are still included. The program's flexibility 
adds appeal since individuals may acquire vehicles equipped to their own specifications. 

A marketing program, "Ride Together Connecticut," and a "Challenge Grant Program" using 
energy restitution funds continues in its aim to increase public awareness of alternative transportation 
options and to stimulate private sector participation in the promotion of commuting options for 

Major communications programs are in place to inform commuters of the highway construction 
projects in the Infrastructure Renewal Program. The Transit Planning Unit continued work on 
developing theStatewide Transit SystemPlan. There were73 transit projects evaluated, basedon cost, 
ridership needs and benefits. The plan develops a 20-year activation schedule and identifies the 
finances required. In the fall of 1990 a draft report will be publicized. 

The $3.9 million transportation component of the Stripper Well Petroleum Rebate Program has 
been committed to 55 projects. There were 37 projects completed with the balance to be finished by 
July 31, 1991. 

The Transit Planning Unit has received a $200,000 Urban Transit Administration grant. With these 
funds, the new Transportation Management Organizations (TMO's) have been established in 
Greenwich and Nor walk. The TMO is a public/private partnership which develops Transportation 


Demand Management strategies and promotes public transit and ridesharing. 

Commuter parking facilities have been increased by 926 spaces through expansion, construction 
of new facilities and leases of private property. 

The Highway Planning Unit developed planning layout concepts for the 45-mile section of both 
Interstate 95 and Route 15 between Greenwich and New Haven as part of the environmental impact 
statement (EIS) for southern Connecticut. 

Other capacity and need analysis, or feasibility studies were done concerning roads in Bolton, 
Willimantic, Norwalk, Danbury, Windham, Groton, Hartford, Middletown and Meriden. 

Office of Environmental Planning 

The Office of Environmental Planning continued the preparation of environmental documents for 
several major transportation projects including the southern Connecticut environmental impact 
statement, the Route 25 EIS (Trumbull-Newtown), the Route 7 final environmental impact evaluation 
(EIE) (Brookfield-New Milford) and the Route 20/75 final EIE in Suffield. EIS or environmental 
assessments have been initiated for Interstate 95 over New Haven Harbor, the Prospect Street area in 
East Hartford, Route 9 in Middletown, interchanges 36, 37, 41, 42, 47 on the Merritt Parkway and 
proposed improvements to Route 6 east of Windham. 

The legislature provided $10 million in the 1987 and 1988 fiscal years for the Retrofit Noise Barrier 
Program. The $10-million funding has allowed the department to address the first 15 barrier locations 
on the program priority list. Additional funding for the retrofit noise barriers was provided through 
subsequent legislative approvals for other specified locations. Approximately 37 locations on the 
Retrofit Program priority listing are being addressed through legislative action or in conjunction with 
major expressway projects using federal funds. Approximately $21 million has been applied to this 
program to date. 

Preliminary investigations have been conducted for numerous proposed projects to determine the 
potential for projects to encounter hazardous or contaminated material. 

Indirect source air quality permits have been obtained for a number of major state roadway projects 
allowing these projects to proceed to construction. 

Inland- Wetland permits have been submitted for the following major projects: Route 7 - Norwalk 
to Danbury, Interstate 91/Route 20 Interchange Windsor, Interstate 291 - Windsor to Manchester and 
Interstate 91/Route 3 - Wethersfield. 

Inland-Wetland permits have been obtained for the following major projects: Interstate 91/Route 
291, Putnam Highway/Deckers Brook, Windsor, Interstate 95/ Baldwin Bridge, Old Saybrook and 
Route 9, the Central Connecticut Expressway, New Britain to Farmington. 

Approximately 40 other wetland applications have been reviewed and submitted to the Department 
of Environmental Protection in thelastyear. Over 50 other projects have had wetland delineations and 
functional assessments prepared. In-depth environmental reviews have been completed for over 100 
projects in the last 12 months and 30 wetland applications reviewed for other bureaus. 

Civil Rights and Affirmative Action 

The bureau's annual report on civil rights activities was prepared and submitted to the Federal 
Highway Administration on December 12, 1989. 

Activities included the reporting of 36 bureau contracts to the department's DBE Screening 
Committee. The Screening Committee then determined appropriate DBE percentage goals on each 

Title VI compliance reviews of the following Regional Planning Agencies (RPA's) were conducted: 

(1) Central Connecticut RPA 

(2) Connecticut River Estuary RPA 

Each RPA was found to be in compliance with Title VI. Written reports were then sent to the 

Additional miscellaneous Title VI information was supplied periodically to both UMTA and the 

The bureau submitted its quarterly reports of DBE/WBE awards and commitments to the Office 
of Contract Compliance. 

The bureau' s civil rights coordinator also participated as a voting member in the monthly meetings 
of the department's DBE/WBE Certification Panel. During fiscal year 1989-90, the work included 
reviewing and voting on 100 applications from different business seeking DBE or WBE certification 
from the department. 


Bureau of Public Transportation 

James J. Byrnes, Jr., Deputy Commissioner 
This bureau is responsible for the development, maintenance and operation of an efficient system 
of motor carrier and rail facilities for the movement of people and goods within the state. 

Office of Rail Operations 

Continuing its effort to effect New Haven Rail Line capital improvements, in fiscal year 1989-90 
the Office of Rail Operations made application to the Urban Mass Transportation Administration for 
funding in the amount of $26,739,900 to be matched by $8,913,300 state funds. This rail capital 
improvement grant will provide funds for the rehabilitation of a maintenance facility, new track 
signals and track work. 

On May 29, 1990, the department initiated the Shore Line East commuter rail service. This service, 
which is operated by Amtrak, provides 12 rains each week day between Old Saybrook and New 
Haven. Connecting Metro-North trains to points west of New Haven, and connecting shuttle bus 
service is provided at New Haven. 

The New Haven Line Commuter Service, which is operated by Metro-North Railroad Company, 
includes main line service between New Haven and New York, as well as New Canaan, Waterbury 
and Danbury branch service. Ridership in fiscal year 1989-90 was 26.2 million passengers. 
Continuous planning activities concerning the New Haven Line Rail Commuter Service include 
regular updates to the five-year capital plan, a computerized ridership database, and assisting Metro- 
North in the developmentof schedule revisions and market analysis for in tra-state rail communication. 
The state share of the operating deficit of providing Metro-North Commuter Service for the fiscal year 
1989-90 was $36.6 million. 

The office has also actively promoted rail freight improvements on a statewide basis. In the fiscal 
year 1989-90 included the continuous rail replacement on the Central Vermont Railway's Palmer 
subdivision. A major bridge deck replacement, tie replacement and drainage program on the 
Providence and Worcester's Norwich secondary line were completed. An extensive drainage project 
was completed on the Berkshire Rail Line from New Milford to North Canaan. A public loading 
facility and extensive track and drainage work were funded in conjunction with the Connecticut 
Central Railroad in Middletown. 

Office of Transit Operations 

The Office of Transit Operations administers all aspects of bus operations and maintenance of the 
state's bus system. In the fiscal year 1989-90, the state provided a total of $46.3 million for the 
operation of commuter and local bus service. Transit ridership in the state totalled 35.5 million. 

Connecticut Transit, the state -owned bus system, provided bus service in the Hartford, New Haven 
and Stamford metropolitan areas. Local bus service is also provided in the Bristol, Meriden, New 
Britain, Waterbury and Wallingford areas by contract with private operators. In Bridgeport, 
Middletown, Milford, Norwalk, the Southeast Area (Norwich-New London/Groton), the Valley Area 
(Derby/Ansonia/Seymour/Shelton), Westport, Housatonic Area (Danbury) Windham, Estuary, 
Northeastern and Northwestern Connecticut, the state is assisting transit districts in providing service. 
Commuter service is provided from Cheshire, Southington, Bristol, Torrington, Old Saybrook, 
Meriden, Winsted, Willimantic and Vernon to Hartford using private operators. 

On January 11, 1990, a new $41 million Hartford Bus Facility, funded by the Urban Mass 
Transportation Administration and the ConnecticutDepartment of Transportation was dedicated. The 
facility, which is located at lOOLeibertRoad on a 23 .6-acre site, includes a storage area for 300 buses, 
a modern maintenance facility for daily repair of vehicles and administrative offices for Connecticut 
Transit personnel. 

Office of Transportation Regulation 

The Office of Transportation Regulation oversees all for hire and property operators, known as 
trucking, and passenger operators, who include motor bus, taxicab and livery services. 

During the pastyear, a total of 217 applications were filed, an increase of 27 over the previous year. 
Of the 217 applications, 140 were approved; 27 were denied or withdrawn; 57 are pending completion 
by the applicant or awaiting hearing or final disposition. The total applications filed increased by 67 
over 1989 with the addition of trucking regulation. Effective April 7, 1990, the Adjudication Section 
within the Office of Regulation assumed all responsibilities for rail regulatory hearings. 


Office of Motor Transport Services 

The Office of Motor Transport Services is charged with the responsibility of issuing permits for the 
movement of oversize/overweight vehicles and loads and for the movement of radioactive materials 
over roadways of the state. 

In the fiscal year 1989-90, a total of 83,637 permits were issued for the movement of oversize/ 
overweight vehicles, and a total of $1,433,966.03 was collected in oversize/overweight permit fees. 
The issuance of 655 permits for the transport of radioactive materials during the fiscal year 1989-90 
resulted in an additional $16,350 in permit fees. 

During the fiscal year 1989-90, this office as responsible for issuing 377,562 permit stamps to 
motor carriers of property for hire for which a total of $4,182,000 was collected. In addition, 2,203 
registrations were issued which provided $55,075 in revenue. 

Office of Fiscal and Administrative 

The Fiscal and Administrative Office provides the fiscal and administrative support for the bureau. 
Each entity contracted with has made commitments to equal employment opportunities and pursued 
aggressive affirmative action goals, including use of Disadvantaged Business Enterprises (DBE). 
Approximately 280 agreements were processed with bus service and rail freight operators, consultants 
and various supporting services in the fiscal year 1989-90. 

Bureau of Water Transportation 

Robert M. Hardiman, Deputy Commissioner 

This bureau promoted the safe and efficient use of Connecticut's navigable waters and generated 
revenues by licensing pilots and agents of foreign vessels and conducted statistical monitoring of 
marine pilots, cargo carried and foreign vessels and served as liaison for the state appointed harbor 
masters. The bureau licensed approximately 50 state pilots for Long Island Sound and the various 
rivers and harbors as well as establishing rates of pilotage for all vessels which use a licensed pilot 
in the ports and waters of the state. 

It also maintained jurisdiction over the State Pier in New London, which is the only state -owned, 
deep-water port and serves as an intermodal transportation facility for the movement of goods by 
water and generates revenue for the state and encourages shipping and commerce between Connecticut, 
Europe, Asia, South America and industries in New England, the Midwest and Canada. 

During the year there were 20 vessels from foreign countries which made a call at the State Pier. 
A gross income of $996,960 was generated from the 64,26 1 tons of cargo. During the fiscal year 1989- 
1990, approximately $535,208 in revenue to the state was generated from bureau operations. The raw 
materials imported through the State Pier included plywood, newsprint, woodpulp and sulfuric acid. 
The U.S. Navy Submarine Squadron Ten also leases land and buildings and maintains an operational 
submarine squadron at the Pier. 

The bureau also operated and maintained the state ferry service at Rocky Hill and Chester. In the 
fiscal year 1989-1990, the ferries transported 246,831 passengers and 106,573 vehicles. Tourists 
contribute more than 70 percent of the gross yearly revenue. During the fiscal year 1989-1990, the 
gross cash receipts totalled $135,921. The Connecticut State Ferry Service is in service from April- 


Department of Environmental Protection 

John Anderson, Deputy Commissioner, 
Dennis DeCarli, Deputy Commissioner, 
Established - 1971 Statutory authority - P.A. 872 
Central office - 165 Capitol Ave., Hartford, Conn. 06106 
Average number of full-time employees - 1,050 
Recurring operating expenses - 1989-90 - $75,066,601 
Capital outlay - $2,192,822 
Organizational structure - Office of the Commissioner - Adjudications and Land 
Acquisition and Management; Bureau of Administration; Bureau of Environmen- 
tal Services - Communications and Review, Education and Publications, and 
Natural Resources Center; Branch of Environmental Conservation - Bureau of 
Fish and Wildlife, Bureau of Parks and Forests, and Bureau of Operations Man- 
agement and Services; Branch of Environmental Quality - Bureau of Air Manage- 
ment, Bureau of Waste Management and Bureau of Water Management. 

Adjudications Unit 

During fiscal 1990, the Adjudications Unit conducted over 60 contested hearings, about one-fourth 
held in towns across the state. 

The unit routinely issues proposed decisions on cases involving permit applications. By law, the. 
parties may appeal these cases to the Commissioner for her review during oral argument. The unit staff 
also has been delegated the responsibility for issuing final decisions on appeals of administrative 
orders; these decisions are reviewable solely by the Superior Court. In addition, the unit is industry's 
first stop when seeking information on DEP permit requirements and standards. 

Land Acquisition and Management Unit 

During fiscal 1990, Land Acquisition and Management acquired fee simple title to 1,009.26 acres 
of land having a value of $20, 17 1 ,230 and 0. 13 acres of permanent easement for flood control valued 
at $13,500. Of the fee simple acquisitions, 412.36 acres were for parks including the newly acquired 
Weir Farm facility in Ridgefield and Wilton; 188.87 acres were for forests; 396.24 acres were for 
wildlife management areas; 6.1 acres were for tidal marsh preservation; and 5.69 acres were for flood 
control projects. 

During the year, $3,093,000 worth of appraised gifts and two unappraised gifts totalling 9.5 acres 
of parkland were received and accepted. Glastonbury and Trumbull contributed a total of $5,093,130 
towards the cost of land acquired in those towns under the Recreation and Natural Heritage Trust 
Program. The Nature Conservancy, Inc., also contributed $118,000 as a cooperator under this 

Forty-two projects with a total value of over $18,179,000 were approved under the state Outdoor 
Recreation Fund program, providing assistance to municipalities for acquisition or development of 
public outdoor recreation facilities. This represents the acquisition of approximately 497 acres and 
the dedication of over double that amount in land to recreation and conservation purposes. The state 
contributed approximately $6,000,000 towards these projects. 

In addition over $3,000,000 was authorized by the state legislature for special recreational projects 
administered by Land Acquisition and Management. 

Management of properties owned by DEP involved negotiations on 150 leases, easements, 
exchanges, encroachments and boundary lines. Bureau of Business 


The Human Resources Unit administered the personnel and payroll activities of over 1,100 



permanent employees and 950 seasonal employees. 

The Financial Services Section is responsible for the preparation and management of the general 
fundbudgetin the approximate amount of $40,000,000; processing of all accounting transactions; and 
maintenance of all associated accounting records. 

The section's Federal Aid Unit coordinates and administers approximately 72 different federal 
programs, which generate an estimated $13,000,000 in federal funds. 

The Data Processing Unit oversees equipment, provides programming and network support; and 
technical and user training/assistance. 

The Licensing and Program Review division's activities include: 1) a Data Processing Section that 
assists all the bureau's units; 2) a Management Analysis Section that does in-house consulting group 
and reviews new legislation; 3) the Licensing and Revenue Section that collects and tracks all 
revenues collected by theDEP and handles the Branch of Environmental Conservation's Commercial 
and Sportsmen's licensing programs; 4) a Time and Activity Section that processes payroll and 
attendance records and tracks projects. 

The Central Services Division processed over 4,000 purchase requests; administered operations of 
over 600 vehicles; managed an inventory in excess of $215,000,000; handled supplies, shipping, mail, 
and support. 

Affirmative Action 

Code of Fair Practices: The department complies in all respects with the state Code of Fair Practices 
and does not discriminate in its program, service or employment practices. The department's 
affirmative action plan is approved by the Commission on Human Rights and Opportunities. In 1990 
DEP hired 39 full-time staff, with 10 percent women and 10 percent from minority groups. The 
Affirmative Action Unit, under the direction of the commissioner, coordinates the equal opportunity, 
affirmative action, and contract compliance programs. 

Bureau of Environmental Services 

Education and Publications 

The Education and Publications Division is responsible for departmentwide coordination of 
education efforts, including review of curriculum materials, development of new materials and 
training of educators in their use. This division publishes and sells technical documents generated by 
the Natural Resources Center and items produced through cooperative agreements with the U.S. 
Geological Survey. 

During the year, 95 workshops were conducted in 45 communities and 1,957 educators were 
familiarized with Project WILD, Project Learning Tree and WILD Aquatic programs. The SEARCH 
program involved teachers and students from 20 schools in field research activities. 

Nearly 25,500 items were sold through the map and publication sales room, wholesale and retail, 
and 12 new or revised documents published. 

Program Development, Environment/2000 Office 

The Program Development and Environment/2000 Office provides planning and policy develop- 
ment support and coordinates Environment/2000, the state's environmental plan. During the past 
year, this office assisted in preparation of the state Solid Waste Management Plan, theDEP Strategic 
Plan, Long Island Sound Agency Plan and the state Water Conservation Strategy. It administered the 
State Rivers program, assisted municipalities holding household hazardous waste collection days, 
and coordinated departmental involvement in Earth Day 20. 

Communications and Environmental Review 

The Communications Division is responsible for media relations, responds to public inquiries, 
produces general environmental publications and works with environmental and other groups. 

It prepared and disseminated 135 news releases, public service announcements, calendars, and 
weekly April-through-October fishing advisories, directories and information materials, including 
Connecticut Environment magazine. Staff responded to some 20,000 inquiries. 

The Office of Environmental Review coordinates the agency's review of and preparation of 
comments on various types of projects. During the year, the office reviewed 105 applications for 
federal assistance and 15 notices of direct federal activity under Executive Order 12372, 11 natural 
gas pipeline and hydroelectric proposals under the jurisdiction of the Federal Energy Regulatory 
Commission, six Industrial and Business Development proposals by the Department of Economic 


Development, 24 applications before the Connecticut Siting Council, seven documents prepared 
pursuant to the National Environmental Policy Act, 32 documents prepared pursuant to the 
Connecticut Environmental Policy Act and numerous related materials. The office also reviews 
community development programs and projects financed under the federal Community Development 
Block Grant program and Connecticut Small Cities program and agency Municipal Recreation 

Also, assistance was provided in preparing and circulating documents for eight projects sponsored 
or financed by the department. 

Natural Resources Center 

The Natural Resources Center, whose director is the State Geologist, is a non-regulatory unit 
charged with producing, interpreting and collating natural resource baseline data and carrying out 
management planning programs for selected natural resource elements. The center is a source for 
natural resource information through coordination and management of data collection programs and 
development of formats and educational delivery systems. 

The Geological and Natural History Survey: This section is responsible for coordination and 
implementation of statewide natural resource monitoring, inventories and interpretation in the areas 
of aerial photography, topographic mapping, surficial and bedrock geology, mineral resources and 
soil mapping; continuous monitoring networks for quantity and quality of surface and groundwater, 
precipitation, acid rain and earthquake seismicity; and inventories of the state's biota, endangered and 
threatened species, natural area identification and natural diversity data base development. 

During the year the survey continued habitat mapping efforts in Long Island Sound in cooperation 
with other agencies; conducted marine seismic work to study the distribution of bottom sediments; 
prepared statewide analysis of air radon in relation to aero -radioactivity, bedrock geology and water 
radon testing; maintained cooperative water resources monitoring networks for water quality, 
precipitation, stream flow, flood-stage and groundwater levels; assisted in developing guidelines for 
level "B" and regulations for level "A" aquifer mapping; maintained and operated the Natural 
Diversity Data Base of endangered and threatened species and critical habitats, and evaluated 1,403 
sites. Under the newly passed Endangered Species legislation the survey began developing lists of 
endangered and threatened species. 

The Geographic Information System and Cartographic Section: This section develops and 
implements programs for statewide comprehensive water- use management planning; maintains 
standardized digital cartographic data; assists in developing Geographic Information System ap- 
plications; and provides technical support. 

This year the section provided geological, hydrological and sanitation input to 60 Environmental 
Review Team land- use proposal evaluations; added surficial materials to the automated Geographic 
Information System; initiated conversion of the Natural Diversity Data Base to a Geographic 
Information System format; final conversion of 1:24,000 scale drainage basin maps and Department 
of Environmental Protection-owned lands and continued with USDA Soil Conservation Service to 
automate soil maps and produced with U.S. Geological Survey digital elevation maps for the state. 
Special projects included the evaluation of Department of Transportation maintenance facilities and 
ground water resources; and development of procedures to support the aquifer protection program and 
an inland wetlands permit tracking program. 

Branch of Environmental Conservation 

Dennis DeCarli, Deputy Commissioner 
This branch deals with conservation and preservation of natural resources via central office units 
and facilities around the state. 

Bureau of Fisheries and Wildlife 

Inland Fisheries Division 

Inland Fisheries is responsible for providing access to and opportunity for recreational fishing, 
while ensuring the conservation and preservation of aquatic resources. Quality fishing is maintained 
through techniques as diverse as population manipulation; habitat improvement; water level ma- 
nipulation; construction and operation of fish passage facilities; rearing and stocking of trout and 
salmon; and design of sport fishing regulations that allow an optimum harvest while permitting 
adequate natural reproduction. Highlights include: 

Fish Distribution: Approximately 830, 111 six- to 12-inch trout were distributed in approximately 
80 lakes and ponds and 290 rivers and streams suitable for trout and available to the public. 


Distribution also included 380,000 trout eggs, 120,000 trout fry, 26,550 trout fingerlings, 235,000 
kokanee salmon eggs, 175,000 kokanee salmon fry, 593,000 Atlantic salmon eggs, 367,145 Atlantic 
salmon fry, 203,279 Atlantic salmon parr, and 235,441 Atlantic salmon smolts. 

Statewide Stream Survey: During its second year, physical, chemical and biological data were 
collected from 109 sites in the Connecticut River Valley, Scantic River, Salmon River and 
Mattabasset River drainges. Angler surveys were conducted on eight rivers. 

Statewide Lake Survey: Twenty-five lakes were sampled during the second year of a statewide 
survey of important lakes and ponds. 

Largemouth/Smallmouth Bass Management: Alternative length limit regulations were implemented 
January 1, 1989, in three bass -management lakes - Moodus Reservoir, Pickerel Lake and Lake 
Saltonstall. Bass angler catch/effort appeared unaffected during the first season of the new regulations 
in all three lakes. 

Aquatic Resources Education: The Connecticut Aquatic Resources Education program has 
improved the knowledge of aquatic ecology, fish and fishing of over 2,000 citizens. CARE classes, 
workshops, field trips and displays promote environmental ethics and safety while teaching valuable 
skills. Over 300 citizens have indicated interest in teaching in the program; 102 have completed 
training and are certified. 

Marine Fisheries Division 

Marine Fisheries has as its responsibilities the management of finfish - both anadromous and 
marine - and Crustacea - lobsters and crabs - in Long Island Sound and its coastal rivers and streams, 
the restoration and enhancement of anadromous fisheries in Connecticut, cooperative interstate 
fisheries management and associated research activities. 

Long Island Sound Fisheries: The division continued its finfish survey of relative abundance trends 
on all species in the sound, while the angler survey provides information on the impact of anglers on 
these species. A survey of juvenile winter flounder expanded the data base, generated by the two 
surveys, on the most heavily exploited resident finfish in Long Island Sound as well as on species 
composition and distribution of other finfish found in Connecticut's near-shore embayments. 
Investigations on the lobster resource in Long Island Sound continue to provide information on the 
life history and exploitation of Connecticut's most economically valuable commercial species. A new 
50-foot research vessel, named for former Governor John Dempsey, arrived in August. It will also 
monitor water and sediment quality. 

Interjurisdictional Fisheries Management: Division staff served on a number of interstate fisheries 
resource management committees. Their fisheries concerns involve coastal offshore, inshore, river 
basin, and interstate area activities for migratory species and involve intergovernmental coordination 
on fishery standards and procedures. Interjurisdictional activities include implementation of a policy 
on salmonid health guidelines in all New England states and a management plan for bluefish to be 
implemented by all the coastal states. 

Anadromous Fisheries: The number of adult Atlantic salmon returning to Connecticut's tributaries 
of the Connecticut River in 1989 was low, as predicted, numbering 27. To date in 1990, a total of 74 
adult salmon have returned, a figure lower than anticipated. Good numbers of adult salmon should 
be the rule beginning in 1991. 

Marine Division staff continue to study the endangered shortnose sturgeon in theConnecticutRiver 
and also to monitor the size of the annual adult American shad migration entering the river. 

Wildlife Division 

The Wildlife Division is entrusted with conserving and managing all forms of wildlife found in 
Connecticut. The division strives to maintain stable, healthy wildlife populations in numbers 
compatible with existing land-use practices and the carrying capacity. 

Nonharvested Wildlife Program: It emphasizes public education and species management. For the 
fifth winter, the division, in cooperation with Northeast Utilities (NU), operated an eagle observation 
area at NU's Shepaug Dam in Southbury . Approximately 5,000 visitors viewedbald eagles at this site. 

Waterfowl Program: Populations are being monitored through summer surveys of breeding ducks 
and geese and a January survey of wintering populations. An experimental late goose season was held 
for a fourth year and helped reduce population growth among resident birds. 

White-tailed Deer Program: The 15th regulated deer season was conducted during the fall of 1989; 
47,829 deer permits were issued and 8,763 deer were killed. One "antlerless" tag was designated as 
part of each two-tag permit to help curb herd growth by encouraging increased killing of adult female 
deer. Under the deer damage permit system, 283 landowners experiencing crop damage killed 1,796 
deer. A January 1990 estimate puts the deer population at approximately 33,000. 


Wild Turkey Program: During the tenth regulated spring gobbler season, 2,727 permits were 
issued, resulting in a record killing of 509 gobblers. During fall archery season, 1,380 hunters took 
seven birds. 

Furbearer Program: A second group of fishers was released in 1990 as part of an attempt to 
reestablish this native mammal. The 21 fishers released in 1990 bring the total number released to 32. 

Upland Wildlife Program: During the small game hunting season, permit holders responded to the 
permit-regulated hunting area survey, providing important harvest information on upland wildlife. 

Wildlife Recreation Management: During the fall of 1989, 35,701 adult ring-necked pheasants 
were released at more than 70 major hunting areas. A total of 17,413 pheasant tags were sold and 
hunter survey returns indicated that 113,404 days were spent pheasant hunting. 

In a cooperative program with sportsmen's clubs and private landowners to obtain controlled public 
access to private property, hunting rights were maintained on 27 areas totalling 41,207 acres. 

Habitat Management: Land management activities included brush clearing, water-level management, 
and maintenance of wood duck nest boxes. A wood duck box program was initiated for private land 
owners who have suitable habitat, and 52 boxes were constructed and placed. 

Technical Assistance: The division licensed 145 wildlife custodians who reported handling over 
6,000 orphaned or injured animals during the past year. Twelve Nuisance Wildlife Control volunteers 
assisted 438 landowners by handling 1,600 nuisance animals. Sixty Nuisance Wildlife Control 
operators licensed by the division assisted nearly 1 ,400 property owners, handling over 5,400 animals 
in 1989. 

Conservation Education/Firearms Safety (CE/FS): A total of 4,991 students graduated from the 
program. Its 296 volunteer instructors donated 15,815 hours to the program. 

Law Enforcement Division 

The Law Enforcement Division has the responsibility for planning, organizing, supervising, and 
implementing policies governing wildlife, boating, shellfishing, and commercial fishing law en- 
forcement. It also provides technical supervision to recreational law enforcement off icers and training 
programs for both conservation officers and recreational law enforcement officers. 

Wildlife enforcement entails enforcement of all laws and regulations that protect and control the 
harvest of all game and non-game wildlife including shellfish and all fish taken by non-commercial 

Boating enforcement includes administering the state's boating safety enforcement program and 
investigating boating accidents and coordinating with state and local police, municipalities, lake 
authorities and the U.S. Coast Guard and providing boating safety patrols at special events. 

Commercial fishing enforcement entails enforcement of laws and regulations governing the taking, 
possessing and selling of marine finfish, shellfish, and Crustacea taken commercially. 

Recreational law enforcement includes technical supervision and training of 128 officers comprising 
Agency Police Officers, Unit Managers, maintainers and 85 seasonal patrol officers who maintain 
public safety and order in state parks and forest recreation areas. 

During the past year Recreational Law Enforcement Officers and/or Conservation Officers 
received training in: CPR, First Aid, Search & Seizure, firearms, waterfowl identification and 
constitutional law. 

Conservation officers and recreational law enforcement officers made a total of 10,561 arrests and 
issued 1,842 warnings, 574 arrests were made by other police officers and reported to the Division. 

Bureau of Parks and Forests 

State Parks Division 

The summer of 1989 was cooler than 1988 and, with some poor weekend weather, there were 
relatively low levels of park attendance. 

The State Park program experienced continuing reductions in seasonal staff, including a decrease 
of 80 seasonal positions in 1988 and 57 in 1989. Most of the loss was lifeguards and general 
maintenance staff. Department of Corrections prisoners are helping in a number of parks. 

The 1 990 Session of the General Assembly enacted P. A. 90-23 1, creating a dedicated fund for park 
operations and maintenance. Additional monies from increases in park and boat launch fees will be 
dedicated to this fund and will allow an increase in permanent and seasonal positions as well as 
overtime salaries and operating expenses. 

On July 10, 1989 a tornado hit the Mohawk Ski Area and Black Rock State Park. Prompt response 
by division and ski area staff allowed clearing and repair work to commence immediately, allowing 
the ski area to reopen in the winter of 1989-90. Falling trees at the Black Rock Campground caused 


one fatality and two serious injuries. 

A park development plan is under way for Silver Sands and consultants have been selected for 
master plans for Fort Gris wold and Putnam Memorial state parks and for the historic exhibition center/ 
museum at the proposed Windsor Locks Canal State Park. Plans for improvement of Picketts Pond 
at Osbornedale State Park were completed. 

Repairs to the Monument at Fort Griswold and the landfill closure at Silver Sands State Park were 
completed. Other capital projects under way include the entrance, parking lot and site improvements 
for Dinosaur State Park and the development of Ferry Landing State Park in Old Lyme which will 
provide public recreation as well as the headquarters for the Boating Safety Division and other DEP 

The ne w S tate Heritage Park program continued to progress, with dedication of the Thames Estuary 
Heritage Park in July 1990. Planning is under way to select the site for a visitors' center and for a 
waterfront park on city-owned land adjacent to City Pier in New London. In addition, the 1990 Session 
of the General Assembly authorized $150,000 for the Willimantic Heritage Park and the state Bond 
Commission approved $100,000 for a master plan of the Norwalk Heritage Park. 

Joint public/private efforts to determine the appropriate future management of the Weir Farm 
property continue. A National Park Service study determined that it is of national significance and 
Congress is now in the process of establishing it as a National Historic Landmark. 

Trail issues included establishment of a scenic trail program, a ban on motorcycle enduro events 
during the critical spring wildlife nesting season, development of a use policy on mountain-biking, 
and continuing efforts to effectively manage "rail trails." 

Boating Safety Division 

Law Enforcement: Agency law enforcement officers including Boating Safety Division personnel 
recorded 1,649 boating arrests in 1989. 

Education and Training: The number of students taking boating courses and obtaining certificates 
under Connecticut's current mandatory (under 18) education law has grown somewhat from last 
year's 3,500 in anticipation of the new licensing law. The division continues to add education and 
training staff to accommodate the expected increase. 

The Connecticut General Assembly, responding to public concern over last year's boating safety 
bill entitled An Act Concerning Mandatory Boating Education and Certificates of Boating Operation 
andReckless Operation of A Vessel, passed amendments which delay the legal requirement for vessel 
operators to obtain a Certificate of Boating Operations (license) until January 1, 1992. 

Boating safety law enforcement and rescue training for municipalities included a 40-hour course 
for full-time marine police and two-day courses for part-time and first-time boating enforcement 

Division of Forestry 

This division is responsible for providing professional leadership in the management andprotection 
of Connecticut's forest resources. Its programs provide multiple-use benefits in terms of wood 
products, habitat improvements, recreation, watershed protection and aesthetics. 

State Forest Nursery: Approximately 1.3 million seedlings were shipped from the Pachaug State 
Forest Nursery in a year of low production due to an untimely frost at germination of the seedlings 
in 1989. Revenue from nursery sales exceeded $110,000. 

Forest Fire Prevention and Control: The 1990 fire year showed a below average number of reported 
fire occurrences (495) and a below average number of acres burned (1238) with an average fire size 
of 2.5 acres. 

In cooperation with the Town of Litchfield a direct mailing was made to residences hardest hit by 
the July 10, 1989, tornadoes, describing the danger of wildfires and how to avoid fires. 

Once again field Fire Control Officers trained fire departments, Forest Fire Warden's crews and 
high school firefighters. A total of 1,647 firemen from 44 fire departments received training. 

During the summer of 1989, the National Fire Crew assisted in the suppression of wildfires in Utah 
and Arizona. 

Rural Community Fire Protection (RCFP) - Federal Cost Sharing Funds totaling $21,850 were 
passed directly through to 24 rural volunteer fire departments for purchase of new fire fighting 
equipment, refurbishing old equipment, or training fire fighters. 

James L. Goodwin Conservation Center - Conservation and environmental education were actively 
promoted by the Center through curriculum workshops for 450 teachers and youth group leaders. 
Workshops, displays, and demonstrations at educational and community fairs, scout musters, and 
conferences reached nearly 2,000 individuals. 


The 25th anniversary of James L. Goodwin's gift of the Goodwin Conservation Center was 
celebrated September 15-17 with an open house. 

The Arbor Day program, administered by the Center, was responsible for the distribution of 40,000 
tree seedlings to 55 municipalities, 160 elementary schools, and 20 community groups. 

State Lands Management: The 1989-90 fiscal year was an active year for management of state- 
owned forestland. Division foresters drafted comprehensive plans of management covering some 
12,802 acres of forest after conducting close inspection of 1,851 acres and detailed sampling on 
14,964 acres. Improvement operations were also conducted on 67 acres of forest which yielded no 
commercially saleable materials. Division personnel oversaw construction of some 7,790 feet of 
woodland access roads and clearing and re-identification of 68 miles of boundary line. 

Some 7.1 million board feet of sawtimber, worth $597,193.22, were harvested from 2,583 acres of 
state -owned forestland in 84 major timber sales, a decrease in volume and value from 1989. The 
public's interest in lottery fuel wood permits continued to wane. The division sold l,770cords of wood 
to the public for $17,700 in revenue. Revenue from miscellaneous forest products was $17,934, for 
a total value of products generated from forest management of $632,827.22, a decrease of 39 percent 
from 1989. In exchange for forest products stumpage the agency received 1765 cubicyards of gravel, 
approximately $9,082 worth of road work, and 110,000 board feet of lumber. 

Cooperative Forest Management (CFM): Under the auspices of the CFM program, division 
foresters provide technical forestry advice and assistance to private woodland owners, municipalities, 
the forest products industry, and others. In fiscal 1990, division foresters examined some 13,500 
municipal and private acres, belonging to over 300 owners. Comprehensive management plans were 
developed on 6,861 acres, working with 117 landowners. 

Advice on the planting and care of Christmas trees was provided to owners of 349 acres. 

Urban forestry concerns were addressed in 119 contacts. Foresters served on 19 Environmental 
Review Teams, providing forestry information to municipal land use decision makers on 3925 acres. 

Urban Forestry: The division's urban forestry program has been well received. The Middletown 
model urban forest management pilot project has been a success. A consultant has inventoried the 
city's trees and is preparing a management plan, and an urban forestry ordinance has been proposed. 
Towns and cities from Woodstock to Westport have asked for assistance, and over 30 communities 
have been assisted. Two conferences drew over 240 municipal officials, foresters, and other interested 
citizens. Three workshops drew 50 tree wardens. Connecticut has three Tree City-USA's for 1990, 
Stamford, Fairfield, and Hartford. 

Forest Land Tax Law: Certification of forest land for tax purposes, under state law, continued at 
a reduced rate. A net gain of 15,65 1 .0 acres brought the total designated forestland to 628,588.5 acres, 
under 8,182 active certificates. 

Bureau of Operations Management and Services 

The Bureau of Operations Management and Services' main functions are management of the 
Branch of Environmental Conservation's fiscal, land, facilities, equipment, and personnel resources 
and direction of Eastern and Western District field forces, which comprise over 1,200 employees. 

The two districts carry out programs of parks and forestry, fisheries, wildlife, and conservation law 
enforcement, Indian affairs, and boating safety and enforcement. The bureau prepares plans and 
budgets and provides technical direction and coordination among branch units. 

Operations Management and Services includes a Division Engineering Unit which provides in- 
house engineering work. It carries out all construction and maintenance activities performed by DEP 
staff and maintains roads at field installations around the state. It operates a Central Supply Depot 
consisting of a major warehouse operation, a purchasing unit, a sawmill, and a sign shop and is 
responsible for D.E.P.'s 24-hour communication network. 

Office of Indian Affairs: The Office of Indian Affairs works with the Connecticut Indian Affairs 
Council and with the five reservations and the five tribes. The Task Force on Indian Affairs has made 
some statutory recommendations which were implemented. One was the creation of the Native 
American Heritage Advisory Council; its goal is to advise the State Archaeologist and state Historical 
Commission on Native American Heritage including the very sensitive issue of American Indian 
skeletal remains and gravesites. 

A recent decision of the Connecticut Court of Appeals struck down as unconstitutional some laws 
under which DEP operates. The decision has been appealed to the state Supreme Court. One of the 
tribes is making plans for a casino operation on its reservation. This is being monitored by DEP and 
other agencies. The Mohegan Tribe has filed for a settlement over land and filed for federal 
acknowledgment as a tribe with the U.S.Bureau of Indian Affairs. 


Branch of Environmental Quality 

John Anderson, Deputy Commissioner 
This branch is responsible for the enforcement of laws and regulations relating to pollution control 
and resource protection. 

Bureau of Air Management 

In response to the requirements of the Clean Air Act Amendments of 1977, the Bureau of Air 
Management prepares the State Implementation Plan (SIP) for air quality. This SIP is used by the 
departments of Environmental Protection, Transportation, Motor Vehicles, and Economic Development 
to factor air quality considerations into their administrative actions. Statewide, Connecticut exceeds 
the federal health standards for ozone (photochemical oxidants or smog) during the summer months. 
The carbon monoxide and fine particulate matter health standards are also exceeded in certain urban 
areas of the state. 

The SIP contains many active strategies to reduce ambient ozone concentrations by controlling 
sources of hydrocarbon emissions, the major precursor of ozone. These include the review of area- 
wide transportation plans, the annual inspection of motor vehicles and controls on certain classes of 
stationary sources. A comprehensive program to control toxic air pollutants has also been implemented 
with standards for chemical compounds which are known to be toxic. 

Office of the Bureau Chief: This office includes financial and administrative services as well as the 
Data Processing Group. Staff members maintain close contact with the SIP Revision Advisory 
Committee (SIPRAC) which includes representatives from business and industry, environmental 
groups and citizens and the Hazardous Air Pollutant Advisory Panel (HAP AP) which includes health 
officials from government and industry. The Data Processing Group is responsible for development 
and maintenance of the Environmental Information System. This includes the toxic release inventory 
under the Community Right to Know laws. 

Monitoring Division 

The Monitoring Division operates Connecticut's air monitoring network, consisting of approxi- 
mately 500 air monitoring, meteorological and telemetry instruments and microcomputers at 
approximately 140 field locations. The staff select, install, operate, maintain and repair all instruments 
and conduct an extensive quality assurance program. They also have acquired equipment for 
monitoring for toxic air pollutants. In addition, background monitoring near resource recovery 
facilities has been conducted. The laboratory support section maintains the air pollutant laboratory 
and provides analytical support. 

Engineering and Enforcement Division 

The Field Enforcement Section responded to over 850 complaints of odors and dust. In addition, 
this group performs approximately 800 federally mandated source inspections. The Administrative 
Enforcement and New Source Review section prepares notices of violations, issues state orders and 
civil penalty assessments and reviews permits for new or modified sources. This year 350 notices of 
violation and 43 new state orders were issued along with 20 civil penalties totaling $25,500. About 
340 applications for permits were processed. 

Planning and Standards Division 

This division is responsible for taking the lead in developing the State Implementation Plan and new 
and/or modified regulations to achieve theplans' goals. Further, the division develops theTransportation 
Policy and coordinates with other state agencies to reduce air pollution generated by this source 
category. The creation and further development of the Toxic Air Pollutant program and computerized 
air pollution simulation modeling are additional responsibilities. 

Radiation and Noise Control Unit 

This division administers the radiation and noise control programs for the state. Its major objective 
is to evaluate the radiation exposure of workers and the general public and reduce it to the lowest 
practicable level and to enforce a statewide program of noise regulation. 

The division conducts a statewide environmental radiological surveillance program involving the 
collection and radiological analysis of a variety of environmental samples. Because of public concern 
about nuclear power plants, this program is oriented towards specific potential sources of radiological 

In cooperation with the state police and the Office of Emergency Management, the division plays 
a major role in maintaining and implementing the state's Radiological Emergency Response Plan. In 


the event of an accident involving radioactive materials, whether from a stationary source such as a 
nuclear power plant or during transportation, the division is prepared to provide on-site assistance. 

The Radiation and Noise Control Division has taken a leadership role in the negotiations and 
planning for the management of low-level radioactive waste. The Director represents the state as the 
Commissioner of the Northeastlnterstate Low-LevelRadioactive Waste Commission. This commission 
has designated both New Jersey and Connecticut as dual host states for waste disposal sites, while 
alternative measures for waste disposal continue to be explored. 

Periodic inspections are made of the approximately 3,700 facilities which register use of diagnostic 
and therapeutic x-ray equipment. The division continues to study facilities using mammography 
equipment and registers all other sources of ionizing radiation including radioactive materials and 
industrial sources of x-rays. 

Noise Control efforts include the enforcement of state's noise control regulations. An average of 
six to eight calls a day are received concerning excessive noise. Many complaints are resolved 
cooperatively but it is sometimes necessary to take strong legal action to achieve compliance. There 
are currently over 50 active noise complaint investigations in progress including four major legal 
enforcement actions. Assistance is provided to municipalities interested in developing local noise 
control ordinances. Currently 35 municipalities have ordinances approved through this program. 

The division has written draft regulations governing facilities that emit microwave radiation to 
ensure that those who live near these transmission facilities are not harmed by these emissions. It is 
also evaluating the effects of 60 Hz (power line) radiation to determine if the department should take 
action to regulate this source. 

Bureau of Waste Management 

Planning and Standards Division 

The Planning and Standards Division provides administrative support and develops plans, 
administers grant programs and oversees the state's mandatory recycling program. 

Grants: In 1989, grants totaling more than $4.7 million were released for the planning and 
development of regional recycling programs. Tip fee subsidy grants totaling $15.7 million were 
awarded to municipalities participating in five resources recovery projects. A grant of $175,000 was 
awarded for air pollution control improvements to Connecticut's first resource recovery facility. 

Delegation: During the past year, 14 local and regional directors of health representing 41 
municipalities participated in this program which provides local health departments with the authority 
to investigate certain air and water pollution sources. 

Recycling: Efforts to support statewide recycling mandate, which goes into full effect next year, 
included the establishment of eight recycling regions formed by municipal resolution, completion of 
10 recycling feasibility studies, completion of four program design studies, and the award of five 
regional program implementation grants. 

Site Remediation and Closure Division 

This Division investigates, monitors, evaluates, and directs clean-up of sites where solid, hazard- 
ous, or toxic wastes have been disposed. 

Groundwater: The groundwater group completed groundwater monitoring and observed sampling 
of monitoring wells at 16 hazardous waste land disposal facilities. It reviewed 48 groundwater 
monitoring plans or reports, six facility closure plans, and initiated seven administrative orders, 
consent orders or modifications. 

Transfer Bill: Connecticut law requires that a report be filed whenever a hazardous waste estab- 
lishment undergoes property transfer. Since October 1985, there have been 1,013 such filings, 
including 370 sites at which remedial action is needed. To date, five sites have been remediated and 
remedial action is under way at 56 sites. 

Federal Superfund: Connecticut has work ongoing under a $660,397 grant for pre-remedial site 
investigation work at potential superfund sites and is participating with the Environmental Protection 
Agency on remedial actions at 12 National Priority List sites under a $166,614 grant for remedial 
activities. Connecticut is also collecting Geographic Information System data under a $396,352 grant 
from EPA. 

State Superfund: The program's data base of hazardous waste disposal sites is in place as is the 
disposal site discovery database and hotline. Investigations are ongoing at a number of possible 
disposal sites. The site assessments required by Conn. Gen. Statutes Sec. 22a- 133d have been 
completed 12 months ahead of schedule. State funded remedial action is proceeding at four sites, and 
two additional sites are under review. In addition, responsible party funded remedial action has been 


initiated or is ongoing at seven hazardous waste disposal sites. 

Inventory: A report published in January 1987 listed 567 sites where there were indications that 
hazardous wastes may have been disposed. As of June 1989, 50 sites had been remediated, remedial 
action had been initiated at 118, and the remaining 399 have been assessed. An additional 18 
hazardous waste disposal sites have been added to the inventory. Four of these have been assessed and 
administrative orders requiring remediation have been issued at another two of these sites. 

Waste Engineering and Enforcement Division 

Hazardous Waste Section: The Hazardous Waste Section monitors handlers of hazardous waste, 
including sites which generate, transport, treat, store or dispose of hazardous waste. This Section also 
provides technical assistance to the public, industry, and local government 

Inspections: During fiscal 1989, the enforcement field staff conducted 169 comprehensive 
inspections of Resource Conservation and Recovery Act (RCRA) notifiers including 53 land disposal 
facilities, 67 treatment and storage facilities, and 26 generators and transporters. Forty-three 
compliance inspections were conducted, 234 complaints and 71 superfund complaints were handled 
(seven from the superfund hotline). 

Enforcement: During fiscal 1990, 77 new administrative orders and 23 notices of violation were 
issued to establishments which failed to comply with hazardous waste regulations. In addition 18 
referrals were made to the Attorney General, $379,225 in forfeitures assessed against 17 handlers, and 
one case was referred to the Chief State's Attorney. 

Permits: Activities included review of applications for five existing hazardous waste storage 
facilities. Renewal permit applications were required of two major commercial and three non- 
commercial hazardous waste facilities. There were 273 hazardous waste and Connecticut regulated 
waste transporter permits issued and $140,375 in permit fees collected. ' 

Program Planning and Information Management: During 1989, the staff processed 78,981 
hazardous waste manifests, issued over 1 ,000 warning letters, and held technical assistance conferences 
for approximately 450 hazardous waste handlers. 

Solid Waste Section: The Solid Waste Management Section is responsible for permitting facilities 
for processing and disposal of solid waste in order to maximize resources recovery (both energy and 
materials). In addition the Section reviews engineering plans and specifications for permitting solid 
waste facilities and provides technical assistance to municipalities and private entrepreneurs. 

Resources Recovery: Five resources recovery facilities have been completed and are serving 93 
towns under long-term contracts. A number of other communities have all or part of their solid waste 
disposed of by these systems under short term contracts or on a day-to-day basis. The long-term 
contracts provide for a population of two million. Construction continues on a system to serve the 
southeast area of the state with 1 1 towns under contract representing a combined population of over 
200,000. A major tire burning facility is under construction in Eastern Connecticut with a capacity 
of over 10 million tires annually. 

AshResidue: Incinerator ash residue from five operating resources recovery facilities, abiomedical 
waste incinerator and two municipal incinerators is monitored on a continuing basis to determine 
whether this material is hazardous. A total of 41 tests were performed at these facilities. Presently, ash 
residue is disposed of in separate areas at existing permitted Connecticut landfills until lined ash 
landfills are operational. Regulations have been adopted for lined landfills. 

Landfill Monitoring: The Section reviews water quality monitoring data from open and closed 

Special Waste: Also, 476 special waste approvals were granted for disposal of contaminated soils, 
and other industrial and special wastes and 157 letters issued authorizing in-state disposal of asbestos. 

Inspection/Enforcement: The inspection and enforcement staff investigated 377 complaints, an 
increased number which may be attributable to diminishing landfill capacity and increasing tipping 
fees. Illegal dumping accounted for the majority. Twenty orders were processed or issued during the 
year. Sixty-five notices of violation were issued. Ten cases were referred to the Attorney General. 
Approximately $60,000 in fines were levied by the courts with the Supreme Court upholding the 
$750,000 penalty to a Bridgeport contractor although negating some of the lower court fines. Ten 
additional cases have been prepared for referral to the Attorney General and six for the Chief State's 
Attorney for criminal investigation. 

Biomedical Waste: Biomedical waste regulations are now in effect and tracking has been initiated. 
Connecticut is participating in an EPA demonstration program and two grants that will aid in 
establishing a biomedical waste management program. 


Pesticide Management Division 

The Pesticide Management Division monitors the application, sale and production of pesticides in 
Connecticut and has responsibility for enforcing the Pesticide Control Act of Connecticut as well as 
certain sections of the federal Insecticide, Fungicide and Rodenticide Act. The PCB Group is 
responsible for conducting inspections to determine compliance with polychlorinated biphenyl 
(PCB) regulations promulgated under the federal Toxic Substances Control Act (TSCA) and to 
identify violations of pertinent Connecticut General Statutes. 

PCB Management: One hundred and seventy-three PCB inspections were performed resulting in 
43 state and federal enforcement actions. Over $1,943,085 in penalties were assessed and 31 major 
clean-ups initiated. 

Inspections: The staff conducted 831 inspections of pesticide applicators, distributors and 
manufacturers, and 294 pesticide samples were taken for laboratory analysis. Staff responded to 207 

Marketplace Inspections: Inspectors determine product registration status, proper product storage 
and display and labeling violations and collect official samples. They collected 134 samples during 
the year. 

Product Registration: All pesticides used, sold or distributed in Connecticut must be registered with 
the department by the manufacturer; currently 7,200 products are registered. 

Permits: The section received 375 applications to apply chemicals to the waters of the state; and 
four aerial permits were issued. 

Applicator Certifications: A total of 1,998 pesticide applicator certification examinations were 
administered, a total of 1,034 applicators were certified, and the division ran numerous classes. 

Enforcement: A total of 329 enforcement actions were initiated. Nine cases were forwarded to the 
Attorney General and eight cases were forwarded to the EPARegional Office for federal enforcement 

Oil and Chemical Spill Response Division 

The Oil and Chemical Spill Response Division protects the public and the environment from oil 
and chemical spills. The division responded to over 3,500 of 5,000 reported incidents involving spills 
and releases of petroleum and hazardous materials. These incidents included numerous gasoline 
vapor problems associated with leaking underground storage tanks. The division licenses 56 Marine 
Terminals and jointly reviews spill contractors ' permit applications for the 1 8 Connecticut contractors 
licensed for emergency response cleanups. 

This division maintains the four state owned oil spill cooperatives and monitors and participates 
in the seven active private spill coops. Besides maintaining environmental emergency and other 
departmental contingency plans, the Division serves as liaison to state Office of Civil Preparedness. 
The staff gave more than 20 training courses for local emergency responders in 1989. 

Responsibilities also include enforcement of the state regulations for control of non-residential 
underground storage of oil and petroleum liquids and federal underground storage tank (UST) 
regulations for petroleum products and Comprehensive Environmental Response, Compensation and 
Liability Act (CERCL A) chemicals. The Group also administers Connecticut' s Leaking Underground 
Storage Tank (LUST) Trust 

Site Remediation Program 

Approximately 55,000 non-residential oil and petroleum USTs have been registered since 
November 1 985 . Close to 25 percent of these were subject to a revised deadline of September 1 , 1989, 
for removal because of age and deterioration. About 9,000 older facilities were expected to be 
replaced or taken out of service before the deadline, and the program has taken corrective actions for 
the remaining 3,000 tanks which were in violation after September 1, 1989. UST enforcement efforts 
have resulted in over 21 1 state and federal enforcement actions, compelling removal of approximately 
170 tanks which would otherwise have remained in illegal service. 

Bureau of Water Management 

Division of Planning and Standards 

This Division is responsible for updating the state's water quality standards, maintaining ambient 
(trend) water quality and biological monitoring stations, evaluation of water quality data and 
statistical analyses, development of water resource management strategies, the Long Island Sound 
Study, and technical and administrative support. 


During the 1989-90 fiscal year, the division drafted Aquifer Protection legislation, and Connecticut 
was one of the first two states to receive approval of its wellhead protection plan from EPA. 

The Central Coast River Basin Water Quality Classifications Hearing Examiner's report has been 
prepared for formal approval and the Connecticut River Basin plan is in preparation for revision. 
Ground water protection assistance was provided to approximately 50 municipalities. The division 
prepared a guide for drafting local aquifer protection regulations and developed specific technical 
elements of the state's new Aquifer Protection Area program. 

Implementation of 1988 regulations which require direct dischargers of toxic substances to 
demonstrate that their discharge is not toxic to aquatic life focussed on priority companies identified 
in the statewide assessment completed last year. Considerable progress has been made in modifying 
discharge permits and establishing compliance schedules for treatment system upgradings. A major 
initiative during the 1989-90 fiscal year was developmentof numerical water quality criteria to protect 
humans and aquatic life from over 100 individual toxic pollutants. The criteria will be adopted as state 
Standards in the coming year. 

Lakes management programs continued in the 1988-89 fiscal year with eleven diagnostic 
feasibility studies and two eutrophication abatement projects being administered through Conn. Gen. 
Statutes Sec. 22a-339, "Grants to Municipalities and Lake Associations to Improve the Water Quality 
of Recreational Lakes." Funding was rescinded in 1989, but the department continued to provide 
assistance municipalities, lake associations, and private pond owners interested in developing lake 
and watershed management programs. 

A study funded by a 50-percent matching grant award of $100,000 from EPA to assess the 
eutrophication and acidification status and trends of 50 lakes used for public recreation is evaluating 
historical trends of lake acidification through identification of algal fossils in sediments. 

Lake restoration activities continued at Lake Waramaug, Candlewood Lake, the 1860 Reservoir, 
and Bantam Lake with plans being made to complete the Bantam Lake project in 1991. Planning for 
the Silver Lake restoration project is proceeding with a possible 1991 starting. 

The ambient water quality monitoring program continues. A fixed network of 39 stations is 
sampled for physical and chemical water quality parameters under a cooperative DEP/USGS 
program. Ambient biological monitoring is conducted at approximately 10 stations per year on a 
rotational basis. The second year of a five-year statewide survey of contamination in fish tissue was 
completed in cooperation with the Fisheries Division. Long term trends in dioxin and dibenzofuran 
concentrations are also monitored in water sediments, fish and aquatic life, and soils near resource 
recovery facilities and reference sites. 

Where water quality problems from treated municipal or industrial discharges are persistent, 
wasteload allocation studies must be performed to determine the degree of treatment needed to 
achieve state and federal water quality goals. The major resources being assessed by intensive 
monitoring and computer analysis are Black Rock Harbor, Bridgeport Harbor, Long Island Sound, 
Norwalk Harbor, Stamford Harbor, the Willimantic River and the Thames River Estuary. 

The department has continued to take a leadership role in the multi-year Long Island Sound Study, 
begun in 1985. Construction of water quality and hydrodynamic mathematical models of Long Island 
Sound have been given top priority. Considerable monitoring of sewage treatment plants, rivers and 
rainfall entering the Sound was done during the 1989-90 fiscal year. Division staff are actively 
drafting the "Preliminary Hypoxia Management Plan" due in September 1990 which will contain 
initial recommendations on controlling nutrients responsible for hypoxia. Also, drafting of the 
Comprehensive Conservation and Management Plan due November 1991 is under way and will 
include final recommendations for managing hypoxia plus sections on toxic substances, living marine 
resources, pathogens and floatable debris. 

The municipal sewage construction grants program, begun in 1967, was significantly altered in 
1986 by the passage of legislation creating the "Connecticut Clean Water Fund." The fund has 
received capitalization of S345 million of state funds and $73 million federal funds through the 1989- 
90 fiscal year. Regulations for fund administration, formulated during the 1988-89 fiscal year, are in 
the process for regulation review and final adoption. From the inception of the fund, $57 million of 
federal funds and $84 million of state funding has been obligated to 19 municipal projects. 

Division of Engineering and Enforcement 

This Division regulates wastewater discharges from more than 2000 industries and over 200 public 
and private sewage treatment plants to surface waters, ground waters or municipal sewer systems. 
Protection of groundwater and drinking water supply is a major concern. Numerous landfills, as well 
as other land disposal activities, are regulated. 

The groundwater section is also responsible for enforcement of Connecticut's Potable Water Law 


which allows the department to order a party responsible for polluting a drinking water supply to 
provide an alternative safe supply of drinking water. 

The Municipal Facilities Section provides planning, monitoring, technical review of design and 
specifications, construction inspections, and monitoring of municipal sewerage facilities. 

Enforcement statistics for the 1989-90 fiscal year include: 150 Administrative Orders issued to 
correct pollution problems; 209 NPDES and state permits issued or renewed; 50 permits modified to 
correct pollution problems; 30 Orders modified to correct pollution problems; 37 referrals to the 
Offices of the Attorney General and the State's Attorney; $1,241,800 in penalties assessed; 551 
reconnaissance and sampling inspections of 166 major and 324 minor industrial NPDES and state 
permittees; and 296 reconnaissance and sampling inspections of 120 state, municipal and private 
sewage treatment facilities. 

Division of Coastal Resources Management 

The Division is responsible for the implementation, oversight and enforcement of the state coastal 
management authorities including the Coastal Management Act and the coastal permit, Harbor 
Management and Coastal Embayment statutes. 

The Coastal permitting section received 174 andprocessed 178 permit applications for workin tidal 
wetlands and/or coastal, tidal or navigable waters. Of the applications processed, 139 permits were 
issued. The Division also received 161 complaints reporting potential violations of the coastal 
permitting statutes, inspected 124 sites and issued 27 enforcement orders where violations were 

Continued federal certification of the Connecticut Coastal Management program entitled the office 
to a federal grant of $735,000. A total of 31 state grants and federal pass-through grants were provided 
to coastal municipalities for coastal site plan reviews, municipal coastal programs, and special studies 
and projects. Under the program, 652 coastal site plans were reviewed by the 41 coastal municipalities 
this year. Municipal coastal programs have been completed by 29 of the 33 coastal municipalities 
which have opted to prepare these voluntary programs. In addition, 17 communities were engaged in 
preparing harbor management plans under Connecticut's Harbor Management Act and two are 
managing their harbors under approved plans. 

The Coastal Resources Management Division continues to provide extensive technical assistance. 
During the year, staff provided detailed review and comment to coastal municipalities on 424 coastal 
development proposals and 210 coastal zone change proposals. 

Division of Inland Water Resources 

The Division's Flood Management Section is responsible for the prevention or mitigation of water- 
related disasters and the Water and Related Wetlands Section for education and training for municipal 
wetlands and watercourses agencies, regulation of construction in inland wetlands and watercourses, 
and diversion of surface and ground waters. 

The Flood Management Section administers and carries out state responsibilities for implemen- 
tation of federal, state and municipal cooperative Flood Control and Shore Erosion Control programs 
as well as the state's comprehensive Dam Safety program of registrations, inspections and permits. 
A project design and construction element carries out capital improvement projects including state 
dam repairs up to $500,000. It is also responsible for federal, state and local cooperative Flood Control 
and Shore Erosion Control projects and capital improvement efforts in excess of $500,000 undertaken 
by the Department of Public Works for the department. 

During the year, the Flood Management Section has been involved in 20 flood control projects, 21 
dam repair projects and seven beach, shore and erosion projects. It is pursuing four private dam repair 
projects, a fisheries project and four Soil Conservation Service repairs. 

The state -owned dam repair program has completed repairs on four dams; construction is pending 
on three; 11 are under design. 

The Flood Management Section is in its 10th year of participation in the National Rood Insurance 
program. Funding was used to provide ordinance reviews for 3 1 communities, community assistance 
to 12 and assistance visits to an additional 25 communities. Division staff conducted three educational 
workshops, assisted municipalities on 22 projects and is awarding 12 grants for Natural Disaster 
Planning under the hazard mitigation program. 

The Statewide Flood Warning System has been reporting information to its base station for nearly 
four years and is operating at 90 percent efficiency. The section has revised the state's master plan 
for flood warnings and completed a municipal flood emergency response plan guide. 

The Dam Safety Section's newly adopted scheduled dam inspection program has resulted in the 
issuance of 65 dam inspection reports. 


Enforcement of outstanding administrative orders issued to dam owners continues to be a major 
priority. Significant progress has been made. 

The ongoing Dam Registration program has, to date, placed 2,777 dams on the registration 
inventory, 920 previously uninventoried. 

During the year, 44 dam construction permits were issued as were 14 orders for repair and/or 
engineering investigations of unsafe dams, nine certificates of approval for successful completion of 
repairs, 62 construction permit need determinations, and 65 engineering/maintenance requests. Over 
120 inspections were made as were nearly 90 field visits. Also, 95 dams were inspected at the request 
of the public and 33 state-owned and three local flood control projects were inspected. Five dam 
owners were referred to the Attorney General. 

Water and Related Resources Unit: A comprehensive technical service and training program was 
initiated during the year to assist municipal inland wetland agencies in implementing local inland 
wetlands regulatory programs. Over 600 municipal wetland commission members representing 132 
towns attended training courses. The section helped 65 local wetland agencies evaluate 113 major 
wetland development projects and continued to help municipal agencies update their regulations. 

The division has grants to establish a geographic information system and develop a site review 
handbook for local land use decision makers. 

Through its Inland- Wetlands, Stream ChannelEncroachmentLine and Water Quality Certification 
programs, DEP determines whether proposed development or use is suitable for the land or waterway 
and through its Water Diversion program it allocates water supply among competing uses. 

During the year, the section received 172 permit applications, issued 1 17 permits, investigated 259 
complaints of environmental violations and initiated 57 enforcement actions. The Inland-Wetland 
program received 59 permit applications and issued 61 permits. The Stream Channel Encroachment 
Line program, which oversees about 270 miles of major flood prone rivers, received 77 permit 
applications and issued 56 permits. The Water Diversion program received 52 applications and issued 
24 permits. The section also reviewed 13 Department of Transportation flood management certifi- 
cations on bridge repair/replacement projects for hydraulic adequacy, reviewed 53 dam construction 
permit applications for wetlands impacts, approved 49 Bureau of Forestry tree cutting plans, and 
issued 10 Clean Water Act 401 Water Quality Certifications for inland-wetland development 


Council on Environmental Quality 

KARL J. WAGENER, Executive Director 

Established - 1971 Statutory authority - Sec. 22a-ll 

Central office - 165 Capitol Ave., Hartford, CT. 06106 

Average number of full-time employees - 2 

Recurring operating expenses - 1989-90 - $79,767 


The Council on Environmental Quality's three primary responsibilities are to prepare and submit 
an annual report to the Governor on the status of Connecticut's environment; to review construction 
projects of state agencies and to receive and investigate citizen complaints. The council is within the 
DEP for administrative purposes only. 

Members of the nine-person council are appointed by the Governor, Speaker of the House and 
President Pro Tempore of the Senate. Members serve without compensation. The council met 
monthly in 1989-90 as required by law. 

The 1989 Annual Report focused on deficiencies in state appropriations for environmental 
protection and recommended a system of dedicated fees to support regulatory programs, which was 
adopted by the General Assembly. The Council issued a supplemental report in April 1990 
documenting the state's progress toward the goals of theEnvironment 2000 Plan, and a SpecialReport 
in September 1989 on the Department of Environmental protection's ability to regulate cumulative 
environmental impacts of many pollution sources. 

The council reviews all Environmental Impact Evaluations and Findings of No Significant Impact 
produced for state agencies' construction projects under the Connecticut Environmental Policy Act. 

In 1987, the council started a scoring system to evaluate allEIEs and FNSIs. C ouncil staff rated 
and commented on all 32 EIEs and FNSIs in 1989-90. 

The council received hundreds of calls regarding environmental problems, most of which were 
referred to the appropriate unit of the DEP when possible. Approximately 45 complaints required 
substantial investigation. In several cases, the council invited concerned citizens and relevant state 
and local officials to speak at council meetings. Council staff responded to 100 percent of complaints 
received, and was able to obtain some satisfactory action for the majority of complaints. Council staff 
also responded to hundreds of requests for information from citizens and the news media. 


Department of Agriculture 

KENNETH B. ANDERSON, Commissioner 

Vincent R. Majchier, Deputy Commissioner 

Established - 1971 Statutory authority - Sec. 22-1 

Central office - 165 Capitol Ave., Hartford, Conn. 06106 

Average number of full-time employees - 96 

Recurring operating expenses - 1989-90 - $4,541,993 

Capital outlay -$8,535 

Organizational structure - Office of Commissioner; Administration; Aquaculture 

Division; Canine Control Division; Dairy Division; Farmland Preservation 
Division; Livestock Division; Marketing Division and the Connecticut Marketing 




The Department of Agriculture is an agency responsible for the preservation and development of 
the state's agriculture, the regulation and promotion of Connecticut grown farm products including 
livestock, dairy goods and fresh produce. 

Connecticut' s 4,000 farms generated $382 million in the sale of farm products. Connecticut farmers 
have the advantage of being in the middle of a consumer marketplace, which extends from New York 
to Boston. Shoppers are seeing more Connecticut-grown produce in their grocery stores every day. 
To satisfy this demand for local produce, Connecticut farmers produced 50 percent of the state's fluid 
milk needs, 100 percent of eggs, 35 percent of its apples, and a hefty portion of its in-season fruits and 

Expanding demand for Connecticut-grown produce through a number of innovative promotional 
efforts has been a top department priority. The now widely recognized symbol of this effort is the 
"Connecticut Grown" logo. 

The state's joint venture program enables private associations and commodity groups to join forces 
with the state on collaborative advertising ventures. Under this program a number of successful 
promotion projects for commodities such as the Connecticut Apple Marketing Board, the Connecticut 
Vineyard and Winery Association, the Connecticut Christmas Tree Association and the Connecticut 
Pick-Your-Own Growers Association have been made a reality. The department has made tremen- 
dous efforts to increase the number of farmers' markets found in cities and towns around the state. 
In addition, the department has distributed over $80,000 of Women, Infants and Children program/ 
Farmers' Market coupons that give needy mothers and their children special access to fresh, 
wholesome Connecticut grown produce. A new 30-second television video advertising Connecticut 
farmers' markets now alerts consumers of the availability of produce well past Labor Day. 

Concerns about declining numbers of dairy farmers in the state and maintaining an adequate supply 
of milk for state citizens led the department to initiate a series of meetings with legislators on 
improving dairy farmer income. Legislation introduced in the General Assembly resulted in a Blue 
Ribbon Task Force to Preserve Connecticut's Dairy Industry. 

Finally, the department worked aggressively to maintain a safe and disease-free poultry and egg 
supply in Connecticut. Based upon the recommendations of our salmonella task force, a proactive 
cooperative testing program was developed for intensive monitoring of poultry farms in the state. 

Farmland Preservation 

Connecticut continues to be a leading state in farmland preservation activities. The purchase of 
development rights program was instituted by the General Assembly in 1978. Under the program, 
farmland remains in private ownership and management. The farmland can never be developed for 
nonagricultural uses. 

By December 31, 1989, 17,233 acres of farmland on 109 farms had been preserved. 1,925 acres of 



this total were preserved in calendar year 1989 alone. 

$44,132,000 had been allocated to farmland preservation by December, 1989. The total amount of 
funds authorized for the program at the time was $52,750,000. 

Marketing Division 

The Marketing Division encourages the development and expansion of the markets for Connecticut 
agricultural products by assisting in cooperative promotion with commodity groups and farm 
industries. It also insures the quality of feed, fertilizer, seed, produce and commodities by inspecting 
and testing the products. 

Marketing Development Program 

The Market Development Program is constantly in a state of change and expansion. The program 
is designed in such a manner as to maintain and reinforce its existing programs, while building upon 
them. Some of the existing programs are as follows: 

• Direct marketing publications and promotions. 

• Farmers' markets coordination. 

• Coordination of cooperative efforts between buyers and growers. 

• Connecticut grown point-of-purchase material for producers, wholesalers, and retailers to 
promote Connecticut produce. 

The department has enhanced these efforts by working closely with the Governor' s Council for the 
Development of Agricultural Industry and in doing so has developed Connecticut grown commodity 
videos, media advertising programs, displays and farming production demonstrations. 

Creating alternative market strategies and creative promotional campaigns seems to be the key to 
this program's success. The future proves to be even more promising with the establishment of a Joint 
Venture/Matching Fund program that will combine state and private sector money in a dual effort to 
promote the "Connecticut Grown" logo. 

Apple Marketing Order 

As a result of legislation and a referendum in 1986, the Connecticut Marketing Order was 
established to promote the sale of Connecticut apples and assure the continued growth of the apple 
industry. The Marketing Division collected $14,391.90 in assessments from apple growers for the 
1989-90 harvest season and was granted $14,569 from the Joint Venture fund which assisted booths 
at the Eastern States, Waldbaum's Food Show, the Chef's Show, Ag Day for the legislators, Special 
Olympics, store promotions, and Earth Day. 

Ag in the Classroom 

The Marketing Division staff has assisted in organizing a 20-member Ag in the Classroom Steering 
committee, appointed by the commissioner, to develop and implement a Connecticut Ag in the 
Classroom program. The Steering Committee has initiated an eighteen month pilot project including 
teacher training, workshops and material preparation, including a part-time Agricultural Education 

Women Infant and Children Coupon Program 

The department received a grant of $164, 800 as part of a three-year federally funded WIC/F arm ers' 
Market coupon demonstration project. The state matched the federal grant with another $90,000. 
Sixteen local WIC offices issued checks to approximately 36,000 eligible clients. Eighty -five farmers 
participating in 20 certified farmers' markets were reimbursed for $205,000 worth of fresh fruit and 
vegetables. The redemption rate of the checks for the first year was 55 percent. 

Marketing News 
The Connecticut Market Bulletin is in its 70th year of publication. This year 3,032 subscribers paid 
a total of $21,224 in subscription fees. The bulletin is published two times each week, and users of 
the publication are farmers, wholesale merchants, retail food store owners and roadside market 
operators. Quotations for eggs, poultry, fruits, vegetables, livestock, plants, and grains are found in 
the Market Bulletin. Other marketing news media serviced are newspapers, radio, and television 
stations. About 125 copies of the Consumer's Food Report (Hartford Area) go out weekly to news- 
papers, radio, television stations, dietitians, and boards of education. Greater Hartford and other area 
newspapers print weekly, in whole or part, the narrative section of the report. Radio stations use a 


specially written narrative report. A need for the Consumer Price Report on foods has been fulfilled 
by those media serving the Spanish speaking communities in Connecticut. The Marketing Division 
is receiving help in the translation of our reports into Spanish. 


Foods bought by the state Department of Administrative Services's Bureau of Purchases were 
inspected for condition and specification requirements by division personnel. These same services are 
offered to municipal and private hospitals, and hotels and restaurants for the same fee basis. The 
service provides assurance that purchasing agents receive the products called for in their contracts. 

Fruit and Vegetable Inspection 

Since January 1, 1986, the department started two new fresh fruit and vegetable regulatory 

The Fresh Fruit and Vegetable Regulatory Inspection program involves the inspection of fresh 
fruits and vegetables at packing, wholesale and retail locations. In the initial phase of this program, 
the department sent over 800 informative and educational mailings to farms, roadside stands, packers, 
wholesalers, chain stores andretailers. Staff members also spoke at several agricultural organizational 
meetings, informing them of the new program. During fiscal year 1989-90, the department did 1,305 
inspections, 33 reinspections, and found 140 violations. 

The second initiative is the State Institution Inspection program. The department inspects the 
wholesalers supplying fresh fruit and vegetables purchased by state institutions. In fiscal year 1989- 
90, the department did 1,255 institutional quality assurance reviews, producing $13,213.20 in 
inspection fees and charges. We have held seminars for Bureau of Purchases staff members to learn 
about grading and storage of products. 


A total of 67 retail store inspections were made prior to and during the planting season with one 
labeling violation found. Three hundred forty-two samples of vegetable seeds were tested for 
germination. Three hundred thirty -eight vegetable seed samples met germination claims and four did 
not. Nine samples of lawn seed were sampled for germination and purity with none failing to meet 
claims for purity at this time. Eleven samples of crop seed were taken with results still pending. Seed 
testing is done at the official testing laboratory at the Connecticut Agricultural Experiment Station, 
New Haven. 

Controlled Atmosphere 

Inspections of Controlled Atmosphere Storage facilities for compliance with the law totaled 53 for 
the year. This type of storage prolongs the marketable life of apples. The gas content of the storage 
is a critical factor, and inspectors make a determination of oxygen content of the storage. Fourteen 
controlled atmosphere rooms were in operation for the season, and 26 visits were made at six locations 
to check oxygen content of the rooms. 

Poultry Buyer's Licenses 

The division regulates the purchasing of live poultry through its licensing authority. Licenses are 
of two kinds: one, the unlimited license allowing purchases to be paid for by check, but also requiring 
a bond in the amount of $20,000; the other, a limited cash license requiring payments for poultry to 
be made in United States currency. This assures that sellers will receive money for their transactions. 

Feed and Fertilizer 

Inspectors of this division took 123 samples for enforcement of the feed laws, made 109 inspections 
of retail outlets, and found 70 - 57 unregistered, 13 labeling - violations of unregistered and mislabeled 
products in the retail stores. A total of 3,337 feed products were registered, 6,067 elements of fertilizer 
were registered. Sixty -five inspections of fertilizer were made in the retail stores. Four violations were 
found and corrected. One hundred forty-two samples were taken for analytical work done at the 
Connecticut Agricultural Experiment Station in New Haven. 


All revenues received by the Marketing Division and paid into the General Fund totaled 
$236,595.41. Fees for grading poultry, eggs, fruits, and vegetables, dairy products and grain, 
$15,198.19; Marketing Bulletin subscriptions and advertisements, $38,758.80; Poultry Dealers' 
Licenses, $175; Egg Products Inspection Act, $16,160.47; Feed Registrations, $83,425; Fertilizer 



Registrations, $72,801; Fertilizer Tonnage Fees, $5,876.95; Seeds, $1,925, Quality Seals, $2,275. 


The following bulletins and releases were published by the Marketing Division during the year: 
Eighteen listings of sources for products including Farmers' Markets; Connecticut Fair brochure; 
and Pick-Your-Own orchards for berries, pumpkins, vegetables; listings of sugar houses, nurseries, 
wineries and places selling honey; Christmas Trees; Apple Consumer Guide, Holiday Gift List, Apple 
Fact Sheet, Export Directory and a Direct Marketing Directory with approximately 159,000 pub- 
lications distributed annually. Also other reports were published in cooperation with the Statistical 
Report Service, United States Department of Agriculture. 

Dairy Division 

The Dairy Division is responsible for the enforcement of Connecticut Statutes, Regulations and 
Federal Standards for the production, processing, distribution, and sale of fluid milk and milkproducts 
within the state. 

As required by Connecticut laws, the division inspects all farms and milk processing plants 
distributing milk and milk products in the state. Despite the continued decline in the number of in- 
state dairy farms and processing plants, the dairy industry still is a major contributor to the agricultural 
economy of the state. 

Audit Section 

The Dairy Division is charged with the administration of the Connecticut Milk Marketing Act and 
is responsible for the licensing of all milk dealers, cheese, and milk processing plants, and routinely 
audits dealers to determine their Fmancial responsibility. Dealers are assisted by initiating action to 
ensure retail accounts pay dealers for milk, and milk products purchased from them on a timely basis. 

During 1988-89, 16 merchant and producer-dealers, 72 sub-dealers, 13 producer-dealers selling 
retail raw milk, plus 6 cheese processors were licensed. Out-of-state handlers purchasing milk from 
independent Connecticut producers were required to post bonds of $1 ,360,000 to protect the financial 
interests of these producers. 

License fees are determined by field audits, and in review of monthly reports of dealer sales records 
for the 12-month period, April through March. Revenues generated from these sources amounted to 
$83,382. In 1989-90, 3,181 stores were licensed, and $47,715 in license fees collected. 

Additional fees of $359 were collected from the issuing of weight sample test licenses, and for 
statistical information, such as producer lists. 

Five- Year Comparison of Dairy Farms Registered, Inspected and Approved 




New York 

Rhode Island 



■ New 














































Six- Year Comparison of Connecticut Dairy Farm Statistics 


Number of Dairy Cows Two -Years Cows Milked on Day of Quarts of Milk 


and over 

Registration Produced Daily 

























695, 219 







Five-Year Comparison of Milk Pasturizing Plants 
Location | 1986 | 1987 | 1988 | 1989 j 1990 



















Livestock Division 

This division is responsible for the control and eradication of livestock and avian diseases. 
Regulatory programs include mastitis, tuberculosis, brucellosis, calfhood vaccination for brucellosis 
in cattle, brucellosis and pseudorabies in swine, equine infectious anemia of horses, pullorum- 
typhoid, avian influenza, salmonella and other infectious diseases of poultry. It is also responsible for 
regulating the import and export of healthy livestock and poultry, the licensing of cattle and swine 
dealers, livestock commission sales, garbage-feeding swine farms and fur breeders. 

Connecticutis oneof 34 states Bovine Tuberculosis-Free andoneof 28 states Certified Brucellosis- 
Free. All milk producing herds in the state are ring tested for the detection of brucellosis every two 
months. Blood samples were taken on 3,722 cattle for the detection of brucellosis, 16,632 tuberculin 
tests were applied and 11,255 calves were vaccinated against brucellosis. Swine tested for brucellosis 
and pseudorabies numbered 828. 

Our mastitis program continues to assist farmers in the detection of abnormal milk and enables them 
to produce a high quality product. Mastitis samples were taken on 53,331 cattle and goats during the 
88-89 fiscal year. 

There were 39,399 poultry tested forPullorum-Typhoid and Salmonella, 45,176 for Mycoplasma 
gallisepticum (MG) and 26,441 for Mycoplasma synoviae (MS), 3,989 for Avian influenza and 1953 
environmental cultures for Salmonella. This testing enabled our hatcheries to ship eggs and chicks all 
over the world. Connecticut has the largest hatchery in the world and the largest number of laying hens 
in any New England state. 

Thirty-three fairs and two poultry show were inspected for compliance with animal health 
regulations. Children's barnyards and petting zoos consisting of various livestock and poultry were 
inspected at 13 fairs. The livestock found to be in compliance for 1989 fair season included cattle 2,1 16 
head of cattle, sheep 2,246 head, swine 541 head; goats 531 head; poultry 7,938 head; rabbits 3,941 

Concern about drugs administered to horses, ponies and oxen to enhance their performance at 
competitive pulls resulted in the inspection of 10 pulling events at various fairs. A total of 107 blood 
samples were taken. All were negative. 

Export health certificates were issued to other states and foreign countries for 2,056 head of 
livestock. There were 633 head of cattle imported into the state of Connecticut. 


The state Shellfish Commission, established in 1881, subsequently became the Aquaculture 
Division, formed within the Department of Agriculture to manage and regulate shellfishing activities 
in Connecticut. 

The Aquaculture Division program provides for the testing of shellfish and shellfishing waters to 
protect public health, the leasing of submerged land to shellfishermen for the cultivating of shellfish, 
managing shellfish spawning sanctuaries and cultivation of oyster seedbeds and issuing licenses for 
commercial shellfishing operations. 

The division administers over 41,000 acres of leased, franchised and natural shellfish grounds. 

All records of title, tax lists and detailed maps of shellfish grounds, as well as pamphlets relating 
to laws, culture and statistics are available at the division's facility in Milford. 

At the Milford location, the State Dock, an office and workshop support the year-round activities 
of the department' s 50-foot research boat "Yankee Oyster." The boat is used for survey work, setting 
buoys, collecting samples, maintenance of signals, patrolling for shellfish law violators, research for 
predator control and natural shellfish bed rehabilitation. The Aquaculture Division works in close 
cooperation with state and federal health agencies to monitor water pollution control and protect the 
shellfish and their habitat in Long Island Sound and its estuaries. 

During the past fiscal year, over 700 acres of new leases were granted for the cultivation of shellfish. 

The Aquaculture Division issued 108 personal licenses and 70 boat licenses to individuals 
harvesting the state natural beds. In addition, 43 licenses were issued for the commercial harvesting 
of conchs this past year. 


The Aquaculture Division's program to restore the state-owned public oyster beds is well 
underway. To date over 3.3 million bushel of oyster shells have been planted. The clean shell or 
"cultch" provides an attachment surface for the oyster larvae to fasten and grow. This highly effective 
procedure is a form of aquaculture or sea farming. The cultch was planted on the state beds with the 
assistance of the shellfish industry. 

Canine Control Division 

The responsibility of this division, as defined under Conn. Gen. Statutes Chap. 435 is to enforce 
and provide support and assistance to all municipalities of the state in the enforcement of all 
regulations as promulgated under said chapter. The expenses incurred in the administration of this 
chapter are reimbursed from license funds in the custody of the Office of the Treasurer received from 
the several municipalities and from the commissioner. 

Total revenues submitted to the treasurer from the sale of dog licenses amounted to $476,424.06. 
Statistical data, as submitted by municipal dog wardens, show 24,158 stray dogs impounded, 13,045 
redeemed by their owners, 4,843 euthanized and 6,270 sold as pets. Town clerks reported 217,057 
individual dogs licensed and 744 kennel sets issued for this same period. There were 157 pet shops, 
211 grooming facilities and 179 commercial boarding kennels and 9 training facilities licensed, 
inspected and approved by this division. A total of 95 claims for domestic dog damage to livestock 
were investigated, 22 were approved with reimbursement from the dog fund totalling $2,784. 

Approximately 2,382 dog bites were reported and investigated by the Canine Control Division 
during this period. 

The Department of Health reported no cases of rabies found in dogs. 

Affirmative Action 

The Department of Agriculture is firmly committed to the ideals and objectives of affirmative 
action, and continues to provide equal opportunities to all persons in every aspect of employment 
including: recruitment, selection, training, counseling, classification and benefits. 

During the 1989-90 fiscal year, 16 permanent full-time employees were hired: 10 males and six 
females. The agency promoted seven individuals: six females and one male. At the end of the fiscal 
year, the department employed 89 full-time permanent employees, 81.1 percent of whom were 
women and minority group members. This is an 29-percent increase over the previous year. 

The department's affirmative action plan has been approved by the Commission on Human Rights 
and Opportunities. 

Marketing Authority 

The Marketing Authority operates the Regional Market at 101 Reserve Road in Hartford. The 
authority's nine-member board is composed of one public member from each of the state' Congressional 
districts, an at-large public member, the Commissioner of Agriculture or his designee, and the 
Commissioner of Economic Development or his designee. The Governor appoints three members of 
the Authority; the President Pro Tempore of the Senate, the Senate Minority Leader, the Speaker of 
the House of Representatives and the Minority Leader of the House of Representatives shall each 
appoint one member. The members of the authority serve without compensation. 

The Connecticut Regional Market is operated at no cost to taxpayers. Rental receipts from the 
market restaurant, gas station, wholesale purveyors, and the farmers' market provide the authority 
with the funds to be self-sustaining. 

The regional market is the basic outlet for over four million consumers in most of Connecticut and 
western Massachusetts and extending into New York State. Because of its strategic location for rail, 
truck, and air transportation, the regional market continues to be the major distribution center for fruit 
and produce between New York and Boston. 

Consumers, co-op buyers, farmers and wholesale distributors can find the Regional Market an 
efficient, economical and sanitary distribution outlet for Connecticut-grown and shipped-in food. 

Upgrading of the market is taking place with three major projects, which are being funded by a self- 
liquidating bond. Rebuilding three miles of railroad bed, switches and track has been completed. The 
Regional Market now has the finest railroad terminal between Albany, New York and New Haven. 
The exterior of the market has been painted and has a large 5-by-40-foot sign identifying the market 
and the "Connecticut Grown" logo. A contract to have 200, 000- square feet of roof replaced will go 
out to bid by the fall of 1990. 



Department of Income Maintenance 

LORRAINE M. ARONSON, Commissioner 

J. Bradford Blancard, Deputy Commissioner 

Sally Bowles, Deputy Commissioner 

Established - 1935 Statutory authority - Sees. 17 and 19a, 

Central office - 110 Bartholomew Ave., Hartford, Conn. 06106 

Average number of full-time employees - 1,701 

Recurring operating expenses - 1989-90 - $89,171,422 

Capital outlay - $349,082 and Grant Programs ■ $1,449,400,398 

The Department of Income Maintenance is responsible for administering the state's major 
assistance programs for low income citizens. Its mission is to provide support and services to people 
in need and to promote their fullest potential for self-sufficiency and independent living. The agency 
works to ensure eligible families and individuals a standard of living consistent with health and 
decency by providing financial, medical, food and home heating assistance. The agency strives to help 
clients move out of poverty through education, training and unsubsidized employment and to provide 
elderly or disabled clients with opportunities for independent community living. 

Each month, the department provides cash assistance to over 41,000 families with dependent 
children who lack parental support due to a parent's absence, death, incapacity or unemployment. The 
department also provides cash assistance to 23,600 aged, blind or disabled individuals whose incomes 
are insufficient to meet daily living needs. These families and individuals qualify for Medical 
Assistance, or Medicaid, which pays for medical care. Nearly 63,400 individuals receive Medical 
Assistance only. About 54,500 households receive Food Stamps, and during the winter, about 30,200 
households receive home heating assistance. In 1989-90, the department has seen an increase in 
caseloads for several programs, particularly in the Aid to Families with Dependent Children and 
General Assistance programs. 

For 1989-1 990, department had $ 1 .4 billion budget. Although nearly half of these expenditures are 
federally reimbursed, this significant commitment of public dollars requires efficiency, accuracy and 
accountability in administration. 

The department, then, has dual responsibilities: to respond to the needs of Connecticut's poor in 
a compassionate manner, and to responsibly and efficiently administer tax dollars. The department 
believes these goals are compatible and, in addition to program improvement, many of the 
department' s recent initiatives are designed to improve accuracy and efficiency, reduce administrative 
costs and enhance use of federal revenue to reduce reliance on state funds. A description of the 
department's major accomplishments and programs follows. 

Summary of Accomplishments 

Eligibility Management System (EMS): The department successfully installed an automated 
eligibility management system known as EMS. The new system was implemented in phases across 
the state and was operating statewide by December 1, 1989. EMS determines client eligibility, 
calculates benefit payments, issues benefits and client notices and generates management reports. 
EMS is used by over 960 eligibility workers, supervisors and managers in the agency's 14 field offices 
and at the department's Hartford central office. EMS is the largest automated management information 
system currently operated by the state. EMS provides faster and more accurate service to clients, 
reduces paperwork, ensures uniform application of department policy and enhances program 
administration through management reports. 

Welfare Reform: The department implemented the Job Opportunities and Basic Skills Training 
(JOBS) program July 1, 1989, more than a year earlier than required by the federal Family Support 
Act of 1988. The Family Support Act restructures welfare programs from simply cash maintenance 
payments to a system of helping AFDC recipients to enter the workforce and become self-supporting. 

The Family Support Act incorporated many provisions already found in the state's Job Connection 
program, such as an emphasis on education and training, and added other changes. Three of the most 
significant changes are: 1) requiring AFDC recipients to participate in a JOBS program once the 
youngest child reaches age three (the previous requirement was age six); 2) mandating twelve months 
of Medicaid coverage for families losing AFDC due to earnings; and 3) mandating state assistance 
with child care costs for a year for those families leaving AFDC due to employment. 



Medicaid Coverage for Children: The federal Omnibus Budget Reconciliation Act of 1989 
mandated Medicaid benefits for pregnant women and children ages one up to age six with family 
income below 133 percent of poverty. Pregnant women and children under one with income under 
185 percent of poverty are already covered in Connecticut, so the department expanded Medicaid to 
children who are age one to six with income under 133 percent of poverty. 

Medicare Catastrophic Coverage Act (MCCA): The department implemented the spousal 
impoverishment portion of MCCA October 1, 1989. This change in Medicaidrules affects the amount 
of assets a couple can have when one member of the couple enters a nursing home. Under the MCCA 
rules, a certain amount of the couples' assets is protected for the spouse in the community. 

The agency also implemented the MCCA transfer of assets provisions on July 1, 1989. Under 
transfer of asset rules, an individual is ineligible for Medicaid if he or she has transferred an asset for 
less than fair market value for the purpose of establishing eligibility. The MCCA changes limited the 
penalty 7 to individuals who are institutionalized, and increased the "look back" period from 24 to 30 
months prior to application. 

The department increased the asset limit for people applying for Medicaid as Qualified Medicare 
Beneficiaries (QMB) due to a change in law passed as part of the Omnibus Budget Reconciliation Act 
of 1989. An individual can now qualify for Medicaid as a QMB with up to $4,000 of assets. 

Medicaid Hospital Utilization Reviews: The department implemented a hospital utilization review 
program on August 1 , 1989. The department contracted with the ConnecticutPeer Review Organization 
to prior authorize elective hospitalizations and to authorize emergency hospitalizations within 48 
hours. Inappropriate admissions are diverted to outpatient or other alternative treatment. 

Summary of Programs and Expenditures 

Aid to Families with Dependent Children (AFDC): AFDC provides cash assistance to households 
with needy dependent children who are deprived of support due to a parent's absence from the home, 
mental or physical incapacity, death or unemployment. 

Eligibility is based on financial and nonfinancial criteria. Family income must be less than the 
AFDC benefit level for that family size and town of residence. Liquid assets, such as bank accounts, 
must be less than SI, 000 and if the family owns a home, a lien is placed upon the home to allow the 
state to recover for assistance granted. Children must be less than 18 years old and enrolled full-time 
in school; families with children age 19 to 2 1 who are full-time students may qualify for the Dependent 
Student program, which is similar to AFDC. 

Benefits vary by family size, income and area of residence. During 1989-90, a family of three, 
which is the average AFDC family size, living in Hartford with no other income, could receive S555 
per month in AFDC benefits. 

In 1989-90, an average of 41,043 cases received AFDC each month, with an average of 112,318 
persons per month; an average of 566 cases, with an average of 2,480 persons, received AFDC- 
Unemployed Parent benefits monthly. Total program expenditures reached S300.4 million for AFDC 
and S5.1 million for AFDC -UP. With the exception of 100 percent state funding for the Dependent 
Student program, AFDC benefits are 50 percent federally reimbursed. 

Aid to the Aged, Blind andDisabled (AABD): This program provides cash assistance to aged, blind 
or disabled persons whose income is insufficient to meet daily living needs. 

To qualify, a person must have income from another source such as Supplemental Security Income, 
Social Security retirement or disability, a pension or wages. A person also must be 65 years old or 
more, or must meet federal criteria for blindness or disability. Liquid assets cannot exceed SI, 600. A 
person's eligibility is determined by comparing net income, after certain deductions, to daily living 
needs, as defined by state government standards and the difference becomes the monthly AABD 

An average of 23,619 persons received AABD each month during fiscal year 1989-90. Program 
expenditures reached slightly more than S88.3 million. The AABD program is 100 percent state 

Food Stamps: The Food Stamp program helps low income households by providing food coupons 
which can be used like money to purchase food. 

To qualify, the household' s income and resources must be below federally set limits for that family 
size. For most households, gross income cannot exceed 130 percent of the federal poverty level. 
Assets must not exceed $2,000; or $3,000 for households with two members, one of whom is 60 years 
of age or older. The amount of coupons varies according to a household's income, size and certain 
expenses, such as shelter or dependent care. 

Some 54,500 households received Food Stamps by the end of 1989-90. Benefits are 100 percent 
federally funded; administrative costs are 50 percent federally reimbursed. 


Medical Assistance: The Medical Assistance program, also known as Medicaid or Title XIX of 
the Social Security Act, pays for medical care for recipients of AFDC, State Supplement and federal 
Refugee Assistance. If an applicant's income is too high to qualify for cash assistance but is less than 
Medical Assistance limits, that person may still qualify if he or she is aged, blind, or disabled, 
pregnant, under 21 years of age or a member of a family with children under 21. If a person's income 
is over the Medical Assistance limits, he or she may qualify if medical expenses are greater than the 
amount of excess income. Asset limits vary, depending on the type of family and number of persons. 

The department makes payments directly to health care providers. Covered services include 
inpatient and outpatient hospital care, physician services, radiology and laboratory services, long term 
care, prescription drugs, clinic services, medical transportation and dental care. 

By the end of 1989-90, some 207,000 persons were eligible for Medical Assistance. The 
department spent nearly $964.7 million on Medical Assistance. About half of these expenditures are 
federally reimbursed. 

Energy Assistance: Income Maintenance's energy assistance program helps households that 
receive AFDC, AABD or Refugee Assistance. 

The program covered deliverable fuels, such as oil, coal, wood or propane, or utility bills. The 
maximum benefit for most households was $900. Payments were made directly to the fuel vendor or 
the utility company. Recipients who paid for their heat as part of their rent could elect to receive a direct 

In 1989-90, more than 30,200 households received energy assistance from Income Maintenance. 
For the 1989-90 winter program year, the department issued nearly $14.5 million in federal benefits. 

General Assistance: The General Assistance program provides financial and medical assistance to 
single persons, married couples with no children and families - many of which have a pending 
application for state or federal assistance. The program is administered by the state's 169 cities and 
towns and is operated in accordance with state laws and Income Maintenance policies. 

To qualify, an individual or family must have insufficient income to meet their basic needs, must 
have less than $250 in assets such as cash or savings and, if employable, must register for and 
participate in the state mandated work, education or training program (workfare). 

Cities and towns may make payments directly to recipients or may make payments on their behalf 
to a provider of goods or services, medical assistance or emergency shelter services. The state 
reimburses 90 percent of towns' benefit payments for most General Assistance recipients; for 
workfare participants, state reimbursement rises to 100 percent of benefits plus $50 per month per 
client for workfare administrative costs. The state also pays hospitals directly on behalf of the towns 
for recipients' inpatient care. 

In 1989-90, approximately 15,645 cases received General Assistance each month, an increase of 
25 percent over 1988-89. The state reimbursed towns and hospitals about $72.4 million for their 
expenditures in fiscal year 1989-90. 

The Job Connection: The Job Connection's goal is to assist families on AFDC to obtain the 
education, training, support services and employment that will enable them to become self-sufficient. 

The Job Connection offered a wide variety of education, training and employment options. 
Participants could enroll in programs such as adult basic education, English as a second language, 
remediation/pre-skill training, skill training, on-the-job training and an employment search program. 

During 1 989-90, over 2,000 Job Connection participants entered employment. The average starting 
wage at placement was $6.47 per hour. Nearly 5,700 participants took part in education and training 


The General Assembly enacted significant legislation to help Connecticut's homeless. Public Act 
90-257, Programs To Prevent Homelessness, commits the state to develop a comprehensive plan to 
address homelessness, to target existing resources to those most in need and to maximize available 
federal funding. Funds were included in the 1990-91 budget to enhance existing rental assistance, 
mediation, and rent finder programs. A rent bank is being established to prevent evictions. The Act 
also specifies the situations under which emergency housing benefits will be provided by Income 
Maintenance, limits such benefits to 100 days and requires recipients to accept appropriate permanent 
housing when offered. 

The Assembly passed legislation, P. A. 90-217, Disclosure Of Medicaid Participation By Nursing 
Homes, The Termination Of Medicaid Provider Agreements And The Transfer Or Discharge Of 
Patients, to assure that nursing home patients/applicants will be aware of what government programs 
the facility participates in. The Act also outlines specific procedures to be followed by any facility 
withdrawing from participation in Medicaid and provides a reduction in the maximum allowable rate 


such a facility can charge to privately paying patients. Special Act 90-39, Establishing A Task Force 
To Study Rates Paid By The State To Long Term Care Facilities, provides for a study of state 
reimbursement for long term care with a report due to the Appropriations and Human Services 
Committees by January 15, 1991. 

P. A. 90-134, Recommendations Of The Blue Ribbon Commission On State Health Insurance, 
provides for, among other things, a pilotprogram to grant assistance presumptively to those applicants 
who appear to be eligible for benefits. The pilot is to emphasize pregnant women. P. A. 90-182, The 
Long Term Care Facility Preadmission Screening And Community Based Services Program, was 
passed to consolidate state funded elderly home care programs within the Department on Aging. P. 
A. 90-318, Insurance Assistance Program For AIDS Patients, authorizes Medicaid to pay the health 
insurance premiums of AIDS victims unable to continue working. 

Cost Avoidance and Recoveries 

The department's Office of Program Integrity continued its efforts to assure that the agency's 
activities are conducted efficiently and in compliance with federal and state statutory requirements. 
The office audits payments to vendors of goods and services to assure that the payments were fiscally 
appropriate and that the vendors have conformed with program requirements. 

As a result of these activities, the department identified for recovery approximately $3.48 million 
in Medical Assistance funds from medical providers who were overpaid. In addition, over $1 million 
were identified for recovery from towns to reflect correction of town fiscal errors and failures to 
conform with General Assistance policies and standards. 

As a result of the growth in the number of group homes for persons with mental retardation and the 
significant increase in state expenditures, the agency has begun to audit the more than 400 Department 
of Mental Retardation group homes and will audit them on a regularly scheduled basis. 

In addition to these audits, Program Integrity completed audits of various aspects of agency 
operations such as overpayments, purchasing, contract administration, payroll and computer security. 

In light of the overpayment audit recommendations, the department has restructured how 
overpayments are recovered, with Program Integrity assuming responsibility for management of 
activities related to client fraud and the agency's Field Operations division continuing to manage 
recovery of administrative overpayments. 

Compliance with the Code of Fair Practice 

The department operates under policies designed to achieve equal opportunity. The department's 
actions under these policies can be grouped in two areas: program administration and employment 

Program Administration: Many people who are protected by the Fair Employment and Public 
Accommodations Acts are served by the department's programs. Most AFDC households are headed 
by women; the Aid to the Aged, Blind and Disabled program provides payments to elderly, blind, and 
persons with physical or mental disabilities. These persons, as well as certain others, receive Medicaid 
to help with medical bills. 

The agency's Job Connection program also serves members of protected classes. Most Job 
Connection participants are female; 32.3 percent are black and 36.7 percent are Hispanic. Job 
Connection participants can learn English as a second language to improve their employability. The 
department offers aHispanic outreach and family support program to serve single parents of Hispanic 
origin with children under age six; it integrates life, language and parenting skills with the 
development of career goals. 

The department also serves elderly persons through several programs, including Medicaid, which 
pays for nursing home care and health care. In fact, almost two-thirds of the Medicaid budget is 
dedicated to long term care. While the elderly and disabled comprise 30 percent of the department's 
clients, they receive 65 percent of the agency's funding. The department's Preadmission Screening 
and Community-Based Services program helps keep frail elderly citizens in their own homes as long 
as possible through the delivery of home care services. 

All department offices are accessible to people with disabilities. When applicants or clients are 
unable to visit a local department office, the agency may accept applications by mail. In some cases, 
applications may be made by a household's designated representative. 

Special effort is paid to communication with clients. Bilingual workers are employed at the 
department's central and field offices. The department's news releases are issued to news media that 
specifically serve Hispanic and black communities. For the deaf and hearing-impaired, the depart- 
ment maintains a toll-free hotline - 1-800-842-4524 - with a teletypewriter/telecommunications 
device; English and Spanish speaking staff are available to answer calls on the TTY/TDD. 


Additional efforts have been made for the needs of blind or visually impaired persons. Field offices 
identify all visually impaired applicants and staff will telephone them when a notice is mailed and read 
it aloud. As agency pamphlets are developed or revised, arrangements are made for cassette and braille 

Employment Practices: The agency strives to achieve affirmative action goals regarding employ- 
ment opportunities. During 1989, the department achieved most of its hiring and promotional goals, 
and on May 16, 1990, the agency's affirmative action plan was approved by the Commission on 
Human Rights and Responsibilities (CHRO). 

Of the employees hired during the reporting period 12/1/88 through 11/30/89, 36 percent were 
members of minority groups; 67 percent were female. Forty-six percent of the department's 
administrators and officials are female. The department's percentage of minority employees rose to 
31 percent from 29 percent in 1988. 

The department also maintains a training unit which trains staff on policy changes and thereby 
supports the agency's desire to have a diverse work force from which to promote. Minorities 
comprised 30 percent of all agency promotions. 

The department of Income Maintenance maintains a Voluntary Compliance Agreement with the 
Department of Health and Human Services, Office of Civil Rights, regarding adherence to the 
provisions of Section 504, Rehabilitation Act of 1973 , specifically the statements of nondiscrimination 
towards the handicapped, the physically disabled, or because of national origin or ancestry. 


Department of Human Resources 

ELLIOT A. GINSBERG, Commissioner 

Alberta Lee Hawkins , Deputy Commissioner 

Established - 1979 Statutory authority - Chapter 300a 

Central office - 1049 Asylum Ave., Hartford, Conn. 06105 

Average number of full-time employees - 604 

Recurring operating expenses - 1989-90 - $25,119,091 

Grant Programs- $131,111,315 

Organization structure - Office of the Commissioner and seven bureaus, and 

Public Affairs and Information, Staff Development and Training, Affirmative 

Action and Audit Units 

The mission of the Department of Human Resources is to help Connecticut families and individuals 
achieve their full potential for personal and economic development, well-being and independence. 
The department provides direct social services through a network of district offices and administers 
grants to community action agencies, municipalities and other non-profit organizations. 

Direct services include child support enforcement; child day care home registration and subsidies 
to families; home care and support for the elderly and people with disabilities; housing assistance; 
protection of the elderly from abuse, neglect exploitation or abandonment; family counseling, social 
work and support services; and employment and training services. 

During the year, DHR administered more than $130 million in state and federal grant programs, 
ranging from teenage pregnancy prevention and child care centers to emergency shelters for the 
homeless and victims of domestic violence. 

All Connecticut residents are potentially eligible for DHR services and grant programs, depending 
on their problems, conditions, needs and income. While income eligibility applies to most programs, 
some are restriction-free, such as child support enforcement, protective services for the elderly and 
the funded emergency shelters. 

DHR is the leading state agency for child care services, child support enforcement, services for 
people with disabilities, emergency shelter for the homeless and victims of domestic violence, energy 
and weatherization aid, traumatic brain injury related services, and the federal social services and 
community services block grants. 

The department has district offices in Hartford, Bridgeport, Middletown, New Haven, Norwich and 
Waterbury, and sub-offices in Danbury, Manchester, Meriden, New Britain, South Norwalk, 
Stamford and Torrington. Central administrative offices are located at 1049 Asylum Ave., Hartford. 

Special Accomplishments and Initiatives 

Rental Assistance/Services to the Homeless: During 1989-90, DHR assumed the operational 
responsibility for the state Rental Assistance program and through an intensive campaign by its social 
workers, homefinders, and grants and housing staff, more than 1,400 homeless families were placed 
in apartments. In addition, the department continued security deposit assistance and other support 
services. Eviction intervention/mediation was expanded from one site in New Haven to additional 
sites in Hartford, Danbury, Waterbury and New London County. As the 1989-90 fiscal year ended, 
the number of homeless families in state-funded emergency housing had been reduced by 70 percent, 
with affordable rental housing provided to families previously staying in motels, temporary units and 

Services for People with Disabilities: DHR convened a 17-member Consumer Council on 
Disabilities and implemented two pilot programs to expand critical services. The Family Support 
Demonstration program assists families in financing the care of children with disabilities, and the 
Personal Care Assistance Pilot program enables non-employed clients to purchase personal care 
services. Planning continued for the transfer of the state Division of Rehabilitation services to DHR. 

Family Resource Center Initiative: The School of the 21st Century model for comprehensive child 
and family services was inaugurated in Hartford, North Branford and Killingly schools, distinguishing 
Connecticut as the first state government to sponsor family resource centers. The General Assembly 
increased funding to DHR for the AIDS Residence program. The pressing need to develop housing 
for people with AIDS was addressed with new residence projects in Stamford, New London, Hartford, 
Danbury and Bridgeport. 



Child Care Services: The availability of child care increased significantly in 1989-90 with the 
addition of 800 registered family day care homes, bringing the total number of homes registered by 
DHR to 5,700. DHR's purchase of service program served an additional 1,794 families (2,978 
children) with subsidies to help pay for child care costs. Financial and technical support continued for 
110 non-profit child care centers, before- and after-school programs and other child care services. 

Child Support Enforcement: Child support collections continued to rise, with a 4 percent increase 
in overall collections and an 11.4 percent increase in collections for non-AFDC clients. New 
legislation will further enhance Connecticut's ability to establish and enforce child support obliga- 

Community Development: An innovative statewide volunteer program to assist field staff was 
created in December 1989. Materials including a needs assessment and volunteer handbook were 

Affirmative Action 

The department, whose affirmative action plan was approved by the Connecticut Department on 
Human Rights and Opportunities, continued to provide equal employment opportunity regardless of 
race, color, religious creed, age, sex, marital status, national origin, ancestry, past or present mental 
retardation or mental disorder, physical disability or handicap, or criminal record. The department 
continued to achieve its hiring, promotional, upward mobility, adverse impact and programmatic 
goals during its designated reporting period. 

The department continues to maintain the strong policy that its grantees ensure that their 
employment policies/practices and service programs funded by the department are administered in 
a non-discriminatory manner. These programs must be accessible and usable by the disabled, 
providing reasonable accommodations when necessary. Grantees provide information to the Affir- 
mative Action Office on their compliance with Connecticut's Contract Compliance Regulation and 
the Title VI and section 504 Regulations of the appropriate federal governmental agencies. 

Governor's Information Bureau 

Administered through DHR and located at 165 Capitol Ave., Hartford, the Governor's Information 
Bureau provides a central information and referral source to Connecticut residents about state 
government services. The statewide toll-free number is 1-800-842-2220. Hartford- area residents can 
call 566-2750. A teletype machine is available to accept calls from the hearing impaired. 

Public Affairs and Information 

Communication with the public and news media, outreach to clients, new publications and special 
projects were continued priorities for the Public Affairs Information Office in 1989-90. A major 
highlight was coordination of a series of events marking the department's tenth-year anniversary, 
enhancing employee recognition and public awareness of programs and services. 

Staff Development and Training 

A newly organized Staff Development and Training Unit was assigned to the Commissioner's 
Office in September 1989. The department subsequently issued a comprehensive staff development 
and training plan, highlighting its commitment to upgrading skills and fostering professional and 
personal growth. A series of training activities for 1990 were outlined and new procedures to access 
various types of training were initiated. A staff advisory committee was also convened to assist in 
planning and evaluation of training activities. 

Training activities in 1990 focused on the areas of substance abuse, AIDS in the workplace, 
communications skills, management and supervisory skills, safety in the field, and interviewing and 
clear writing skills. 

Audit Division 

The Audit Division reviews and audits financial records of grantees to determine if funds were 
spent in compliance with contractual obligations and guidelines. After audits are completed and 
certificates of termination issued, a collection process is initiated to address accounts receivable. The 
division collected a total of $5,738,306 in 1989-90. 

During the year, 644 grants ended and were added to the audit work-log. Audits were completed 
and certificates of termination issued for 469 grants. The division provides extensive technical 
assistance to grantees and delegate agencies. 


Bureau of Field Operations 

The department's direct service programs are managed and delivered by this bureau, which is 
comprised of district offices and sub-offices, and administrative planning and support at central 

Home Care Services: Social workers in local Adult Services units enable the elderly and people 
with physical and mental disabilities to live at home in the community. The staff provides counseling, 
assessment of medical, social and financial needs, and case planning/coordination. Home-care 
services arranged and funded by DHR include adult companion, adult day care, someone to do chores, 
housekeeper, homemaker and home-delivered meals. During 1989-90, the program served an average 
of 3,712 people monthly. Of the total average number of clients served per month, 3,086 received one 
or more of the six paid services listed above. 

Personal Care Assistance: The PC A program provides a maximum annual grant of up to $7,300 to 
eligible individuals with severe physical disabilities who are either employed or within six months 
of becoming employed. Grants are paid directly to the client to employ a personal care attendant to 
assist with feeding, dressing, housekeeping, bathing and other personal needs. Comprehensive social 
work services are also provided by DHR. In 1989-90, 63 people received PCA grants totaling 

A Personal Care Assistance Pilot program enabled a number of clients who were not employed to 
arrange and pay for services in lieu of state home health aide funding under Medicaid. A second PCA 
pilot program was being planned to expand services and the number of clients served by the 

Parent Subsidy Aid: The PSA program provides a maximum annual subsidy of $2,000 per child 
to natural parents of a physically or developmentally disabled child. The goal is to assist parents in 
providing for the needs of the child or children at home. 

Subsidies are paid directly to income-eligible families for the purchase of such services as medical 
care, special equipment and supplies. Comprehensive social work services are also provided by DHR. 
In 1989-90, 36 families, with a total of 41 children, received grants amounting to $80,480. 

Family Support Demonstration Program: A $50,000 grant from the Connecticut Developmental 
Disabilities Council enabledDHR to provide grants to 18 families with children with disabilities other 
than mental retardation. The grants helped the families defray extraordinary expenses of caring for 
their children. 

Family Services: Social work and support services are provided by the Family Services unit, which 
specializes in counseling and casework to promote family security and cohesion. Clients are primarily 
recipients of Aid to Families with Dependent Children (AFDC). 

Individual and family counseling is furnished in the areas of crisis intervention, child development, 
education and dropout prevention, budgeting/finance, marital, drug-alcohol and other family -related 
areas. Short-term child care and homemaker services are arranged when a parent is hospitalized or 

WhileFamily Services social workers connect clients with community and state resources for many 
reasons, the most widespread and serious problem is lack of affordable housing. Staff are responsible 
for placing AFDC families in emergency housing when they become homeless due to fire, eviction 
or other eligible reasons. DHR's home-finder program, begun as a pilot in New Haven in late 1986, 
serves Hartford, Norwich-New London, Middletown, Bridgeport, Manchester, New Britain and 
Meriden. Working with DHR's home-finders, landlords, housing authorities, the state Department of 
Housing, legal assistance and other organizations, Family Services staff succeeded in placing more 
than 1,400 client families in apartments during the 1989-90 fiscal year. This was twice the number 
placed the previous year. 

In coordination with the home-finder program, DHR's provides a security deposit assistance 
program which eliminates a hurdle that otherwise blocks relocation to permanent housing for many 
families. The program is operated by the Bureau of Grants Management through homeless shelters 
and by Family Services staff in district offices when clients are in motels or other emergency housing. 
With working poor as well as public assistance clients eligible for security deposits, this program plays 
a significant role in preventing homelessness. During 1989-90, a total of 1 ,419 security deposits were 

In addition, an eviction prevention program, including mediation and rent bank components, was 
expanded from New Haven to Hartford, Norwich, Danbury, Bridgeport and Waterbury. 

Protective services for the Elderly: This program is designed to safeguard people 60 or older from 
abuse, neglect, exploitation and abandonment. Initial reports and complaints are received by regional 
Department on Aging ombudsmen, who refer appropriate cases to DHR for protective and social 
services. Social workers provide case management, coordination and monitoring services, including 


emergency placement to safeguard the client and restore a healthy environment, if necessary . Services 
are aimed atpreserving the right of self-determination and maintaining the client in his or her preferred 
living situation. A service plan worked out by the DHR social worker may include home care, adult 
companion, adult day care, people doing chores, homemaker, housekeeper, home-delivered meals 
and other services. 

In cases when a client is incapable of handling personal or financial affairs, DHR can petition the 
probate court for appointment of a conservator, who makes decisions on behalf of the client. The 
conservator is often af amily member. In some cases the Commissioner of DHR is named conservator. 

During 1989-90, the number of cases referred to DHR was 1,084. The average monthly caseload 
was 968. The majority of cases (84 percent) involve neglect, mostoften self-neglect, where supportive 
home care and home management services are needed. 

Conservator of Person Program: DHR social workers act as conservator designees for low-income 
persons over 60 who have been determined to be incapable by the probate courts. The program enables 
substitute decision-making on behalf of these clients and gives the commissioner legal responsibility 
for their well-being. During 1989-90, the average monthly caseload was 200. 

Child Care Services: As lead state agency, DHR advocates for the expansion of child care services 
throughout Connecticut. Working with providers, businesses, the insurance industry and other 
agencies, the department promotes family day care, employer- supported child care, greater availabil- 
ity'and lower cost of liability coverage. The main goal is to increase the supply of accessible, 
affordable and quality child care. 

Family Day Care Registration: DHR staff works to recruit, establish, monitor and provide support 
to family day care homes. The staff also investigates any complaints related to family day care. By 
definition, family day care is care of up to six unrelated children for more than three hours a day on 
aregular basis in the provider's home; up to three additional children may be cared for before and after 
school hours. 

Approximately 5,700 family day care homes were registered with DHR at the end of the 1989-90 
fiscal year, with a capacity for 39, 1 65 children. For the second consecutive year, there was an increase 
of 800 new homes registered. The registration process includes initial home inspections; staff 
examination of references, program plans, medical statements, and criminal conviction of protective 
services records; technical assistance; and ongoing unannounced spot inspections. 

Purchase of Service: This program makes child care payments on a monthly basis to income- 
eligible parents who are employed, completing high school, or managing a temporary family crisis. 
A sliding scale based on income and family size determines the amount of payments, with the 
maximum set at $75 per week per child. At the end of the fiscal year, 1 1,078 children in 6,634 families 
were receiving subsidized care, an increase of 1,794 families and 2,978 children over the previous 

Employment and Training: DHR's role in the employment/training field includes the Food Stamp 
Employment and Training Initiative, in which staff assisted about 5,000 food stamp recipients in 
various education, training and employment opportunities; and lead state agency responsibility in the 
Jobs for Connecticut' s Future Bridgeport Initiative, a public/private venture to increase employment 
of public assistance clients. 

Community Development: In December 1989, DHR instituted a statewide plan to create a 
volunteer program to assist field staff. A needs assessment, job descriptions, policy and procedures 
manual and volunteer handbook were completed in preparation of program implementation. 

Bureau of Child Support Enforcement 

Connecticut's record as a national leader in child support enforcement continued in the fiscal year 
1989-90 as collections surpassed $79 million, an increase of 4 percent over the previous year. 

The child support program is a joint federal/state effort to enforce financial obligations of absent 
parents to their children. Child support services are available to all children entitled to support, 
regardless of income or public assistance status. 

The major enforcement services are: location of absent parents; establishment of paternity through 
voluntary acknowledgement or court action; establishment of a level of support consistent with the 
absent parent's income, through voluntary agreement or court action; establishment of medical 
support obligations when medical insurance is available to absent parents; and enforcement of support 
agreements and court orders. 

The bureau has primary responsibility for the location of absent parents, paternity determinations 
and the establishment of support obligations. Other state agencies in the child support system are the 
Support Enforcement Division of the Superior Court, Attorney General's Office, Department of 


Administrative Services, Department of Income Maintenance, Department of Public Safety, and 
Department of Labor. 

Forl989-90chUdsupportcoUectionsforfamiliesreceivingAFDC totaled $31,033,437 ($21,410,603 
by regular collection procedures and $9,622,834 through the IRS Intercept program). Substantial 
collections attributable to regular collections and to this program in recent years have served to pay 
off many balance-due only accounts. 

The child support program also enforces orders and processes payments for families not receiving 
AFDC. During 1989-90, $40,693,098 was collected and distributed for non-AFDC families, an 
increase of 1 1.4 percent over the previous year. 

In addition to this collection for families living in Connecticut, a total of $7,889,796 was collected 
here for out-of-state petitioners. 

DHR's child support hot-line (1-800-228-KIDS) currently assists more than 500 people per month 
with information and referral service concerning all aspects of child support. 

Other highlights of the fiscal year include paternity establishment in 4,132 cases; obligation 
establishment in 10,465 cases (estimated); location of 6,134 absent parents; and placement of 167 
child support liens. 

New child support legislation included provisions for the modification of support orders when an 
existing order substantially deviates from the support guidelines; review of child support orders in 
non-AFDC cases by the court for compliance with support guidelines; notification by the department 
to credit reporting agencies of child support arrearages of $1,000 or more; notification to the current 
recipient of child support whenever a modification of an arrearage order payable to the state is before 
the court; and establishment by the department of performance standards to address state and federal 
laws for all components of the child support system. 

Bureau of Grants Management 

Community Action Services Division 

This division is responsible for administration of major grants to Connecticut's 14 community 
action agencies, municipalities, human resource development agencies, co mmunity -based organizations 
and other private, non-profit agencies. 

Grants: Responsibility for the federal Community Services Block Grant includes preparation of a 
state plan application and distribution of funds to grantees, primarily community action agencies, 
receiving core administrative dollars. In 1989-90, Connecticut was allocated $4,039, 169. A variety of 
local programs were funded through 61 DHR grantees by the Social Services Block Grant over the 
fiscal year. The division managed $6,726,086 of Connecticut's $35.37 million total allocation. 

Grants for Human Resources Development programs amounted to over $8,661,244 in 1989-90. 
These funds assisted community -based and municipal organizations in delivering a wide variety of 
human resource services designed to alleviate poverty. 

Through the use of these resources, more than 243, 000 low-income clients receive counseling, 
education, employment and training opportunities, advocacy, safeguarding, information and referral, 
neighborhood services, recreation, preventive health care, home-management and client-oriented 
coordination of services to help reduce conditions of impoverishment or dependency. 

Grants to the United Way of Connecticut fund Info-Line, the state's comprehensive information 
and referral service. Info-Line includes components for child care information and referral and 
services related to Alzheimer's Disease and substance abuse. 

Grants for opportunities industrialization centers totaling $535,290 were provided to foster 
employment and training programs for unemployed or underemployed low-income clients. 

Energy Assistance: The division administered $28 million in home heating assistance from theU. 
S. Department of Health and Human Services in a program operated regionally through community 
action agencies. Households with incomes up to 150 percent of the poverty income guideline were 
eligible, and 41,134 applications were approved for assistance. An additional $4.2 million in state 
funds assisted elderly and disabled recipients with incomes ranging from 151 to 200 percent of the 
poverty-income guideline. A total of 9,115 applications were approved. 

Weatherization Assistance: The division managed the expenditure of $5 ,200,000 for weatherization 
assistance, including nearly $2.2 million in U. S. Department of Energy funds and 3 million in state 
funds, through contracts with the 14 community action agencies and one municipal agency. A total 
of 2,760 dwelling units were weatherized for energy efficiency. A household with income of up to 
150 percent of the poverty-income guideline was eligible. 


Special Programs Division 

Shelter and Services for the Homeless: The problem of people without homes continued as a top 
priority of DHR in 1989-90. Grants and technical assistance for local programs were handled by this 
division. Funding was provided to 41 shelters with a total of 1,500 beds, serving approximately 18,400 
individuals over the year. 

. Energy-related assistance was provided to shelters through federal stripper well-oil settlement 
money. Funding was again provided to bring shelters up to municipal code levels. 

In 1990, federal funding continued through the Stewart B. McKinney Homeless Assistance Act. 
The department continued to provide increased funding for general operational costs to shelters, and 
funding for community action agencies to provide follow-up and support services to individuals, both 
in shelters and after they had moved out. 

State funds were provided for security deposit assistance and for the transitional living program, 
which represents a bridge between the shelter and permanent housing. Eight projects were operating 
in 1990, with expenditures totalling $550,000. 

The department also provided grants for legal assistance to prevent homelessness, and to the 
University of Hartford to provide health care and related services by registered nurses to shelters in 
the Greater Hartford area. 

Shelter and Services for Victims of Domestic Violence: The division handles contracts with non- 
profit groups which provide shelter services to victims of domestic violence and offer community 
education programs to the general public. 

Services include emergency shelter, security deposit assistance, counseling, advocacy, and 
information and referral. The 1989-90 fiscal year, DHR provided operating funds for a total of 240 
beds in 16 shelters statewide. Two host-home programs are also provided through grantee agencies. 
ThetotalDHR allocation of $2,100,000, a mix of state and federal funds, was supplemented by private 
foundation grants, private fund-raising and grants from municipalities. DHR also funded two training 
programs to help identify and prevent family violence. 

Hispanic Grants: The division administers grants to Hispanic community-based organizations with 
the goal of providing young adults and out-of-school youth with language education and employment 
skills needed for the job market. Counseling and a host of support services are also furnished to make 
the transition to employment as smooth as possible. During 1989-90, DHR partially funded 19 
agencies with these grants. 

In addition, the department has an agreement with the Department of Education to provide bilingual 
vocational training programs to people with limited English proficiency, based on a model that was 
given a U.S. award in 1986 for excellence in vocational training. 

Refugee Assistance: The division coordinates a federally funded program that provides social, case 
management, and employment services to refugees arriving in Connecticut. Eligibility is geared to 
the need for services and client classification as refugee by the federal government. The program goal 
is to encourage effective refugee resettlement and to promote early employment and economic self- 

The estimated number of refugees served by DHR grantees in federal fiscal year 1990 was 
approximately 2,000. Nations of origin include Cambodia, Vietnam, Laos, Ethiopia, Hungary, Iran, 
Poland, Romania and the Soviet Union. State Legalization Impact Assistance Grant. This $1.14 
million grant program defrays the cost of providing public assistance, public health and educational 
assistance to eligible lega